Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition

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CRC Press, Mar 17, 2010 - Business & Economics - 316 pages
Winner of a Shingo Research and Professional Publication AwardThe new and revised edition of this modern day classic provides the critical piece that will make any lean transformation a dynamic continuous success. It shows you how to implement a transformation that cannot fail by developing a culture that will have all your stakeholders involv
 

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Contents

Acknowledgments
The Management System
The Lean Management Systems Principal Elements
Daily Accountability Process
When Implementing Leader Standard Work First
Four Principal Elements of Lean Management
Leader Standard Work Should Be Layered from
What Does Leader Standard Work Cover?
Enterprise Value Streams and Their Political
LEARNING LEAN MANAGEMENT
The Sensei and Gemba
Gemba Walking Your Executives
Learning Lean Management by Being
Willingness to Make Personal Change
Lean Thinking
Balance between Production

The Role of Training for Lean Implementation
Visual Controls
Intangible Benefits of Visual Controls
How Batch Production Differs from Lean
Team Leader and Production Crew
Value Stream Leader with Supervisors
The Vacation Paradox and Capacity for Improvement
Lean in Administrative Technical and Professional
Solving Problems and Improving ProcessesRapidly
Structured Problem Solving Process
A Rapid Response System
PeoplePredictable Interruption Source of Ideas
Sustain What You Implement
Glossary
Bibliography
Copyright

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About the author (2010)

David Mann is currently the principal of David Mann Lean Consulting. During a 21-year career with Steelcase, Mann developed and applied the concepts of a Lean management system. In his service with the company, he supported 40+ Lean value stream transformations, as well as developing and leading an internal team that completed over 100 successful office and product development Lean business process conversions.

Mann‘s teaching and coaching experience includes Lean transformation in manufacturing, enterprise business processes, and healthcare organizations. His practice includes Lean and Lean management implementation in production and enterprise business processes, troubleshooting stalled Lean initiatives, as well as frequent training and speaking engagements on Lean management.

Mann is the author of Creating a Lean Culture: Tools to sustain Lean Conversions. Awarded the Shingo Prize in 2006, the book is now in its eighth printing, and is being translated into Chinese, Russian, and Thai.

Mann serves as a Shingo Prize examiner and assessor for the Honda Lean Network. He is a member of the Saint Mary‘s Healthcare Lean Transformation Advisory Board in Grand Rapids, Michigan and is an invited contributor to Frontiers of Health Services Management. Mann is a frequent contributor to and member of the editorial board of the Association for Manufacturing Excellence‘s publication Target, edits Target‘s Single Point Lessons feature, and also serves on the board of AME‘s Great Lakes Region. He is a faculty member in the Operations Management program at the Fisher College of Business, Ohio State University.

Mann is an organizational psychologist, earning his Ph.D. at the University of Michigan in 1976.

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