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Creating a Lean Culture: Tools to Sustain Lean Conversions
 
 
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Creating a Lean Culture: Tools to Sustain Lean Conversions [Paperback]

David Mann (Author)
4.0 out of 5 stars  See all reviews (1 customer review)

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Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition 4.0 out of 5 stars (1)
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2006 SHINGO PRIZE for EXCELLENCE in MANUFACTURING RESEARCH

Lean production has been proven unbeatable in organizing production operations, yet the majority of attempts to implement lean end in disappointing results. The critical factor so often overlooked is that lean implementation requires day-to-day, hour-by-hour management practices and skills that leaders in conventional batch-and-queue environments are neither familiar nor comfortable with.

Creating a Lean Culture helps lean leaders succeed in their personal batch-to-lean transformation. It provides a practical guide to implementing the missing links needed to sustain a lean implementation.  Mann provides critical guidance on developing and using the key elements of a lean management system, including:  leader standard work, visual controls, daily accountability processes, maintaining a process focus, managing key HR issues, and much more.  In addition, a questionnaire is included to help assess current management practices and monitor progress.

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Most prescriptions for lean production are missing a critical ingredient: a lean management system to sustain it. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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4.0 out of 5 stars Creating a Lean Culture -- A Must Read for Lean Initiatives, Jan 4 2012
By 
GLEN (Vancouver, BC.) - See all my reviews
This review is from: Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition (Paperback)
This book picks up where Womack and Roos leave off -- that addressing "culture" is critically important in any successful Lean initiative. David Mann provides a solid grasp of the need to get people gainfully employed in building a Lean culture that will create, maintain and sustain Lean practices and is a must read for long-term success.
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Amazon.com: 4.8 out of 5 stars (29 customer reviews)

33 of 33 people found the following review helpful
4.0 out of 5 stars An Executive's Management Guide that's long overdue., Aug 25 2006
By Danny T. Moore "Lean Professional" - Published on Amazon.com
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This review is from: Creating a Lean Culture: Tools to Sustain Lean Conversions (Paperback)
One of the chronic problems to successfully implement and sustain a lean initiative is the confusion of management's role--how to be engaged and support beyond funding and verbal endorsement of a lean initiative. Surveys show a 56% success rate with lean. There is a crying need for a guideline for management to be aligned with the floor changes at ALL levels of management. This is key to developing a lean culture. The reason I like Mann's book is that he touches on things that aren't found elsewhere to developing a LEAN MANAGEMENT SYSTEM. Companies typically will hire consultants in hopes of taking them to lean nirvana. But, for most orgs, there are two components that could hurt you: the recalcitrant manager (typically 15-20%) and the rest of the organization that want to be engaged but don't know their role. Both could doom your efforts. Mann's provides an excellent prescription to help you get management realigned with standard roles and specific daily tasks at all levels. Without this, you're dead. I only wish his book was better written to facilitate application. The content is practical but the format isn't--more visuals are needed and a too wordy--but, the goods are definitely there. You won't be disappointed; I still highly recommend this book. If you are looking for some guidelines for conducting a Gemba walk or developing an assessment (don't miss his Appendix) he goes into great detail. The book is divided into two major sections:

What is the Lean Management System?

Ch 1: The Missing Link in Lean

Ch 2: The Lean Management System's Principle Elements

Ch 3: Standard Work for Leaders

Ch 4: Visual Controls

Ch 5: Daily Accountability Process

Learning Lean Management & Production: Supporting Elements

Ch 6: Learning Lean Mgmt: Sensei and Gemba Walks

Ch 7: Leading a Lean Operation

Ch 8: Solving Problems & Improving Processes--Rapidly

Ch 9: People--Predictable Interruption; Source of Ideas

Ch 10: Sustain What you Implement

Appendix, Glossary, References, Index.

31 of 31 people found the following review helpful
5.0 out of 5 stars Clearly shows you why something so simple is so hard to do, April 10 2007
By M and G - Published on Amazon.com
This review is from: Creating a Lean Culture: Tools to Sustain Lean Conversions (Paperback)
I've been doing Lean since 2000 (Six Sigma earlier, 1997) and have been applying general Toyota methods with what I'd consider a very good amount of success. The problem has been, how do you convey the necessity of the Toyota Lean method as a complete "business system" as opposed to JIT and "tools" thinking for busy, batch-thinking individuals? This book fills the gaping void.

Pro:
-Straight forward principles, complete and thorough
-Appear to be true to the Toyota principles as I have seen demonstrated by ex-Toyota executives/leaders turned consultants
-Drives to the heart of lean as a business system, with many elements that I've personally tried or seen work well
-A Shingo Prize winner... impressive
-Avoids excessive Japanese terminology (not an issue for me, but sometimes an issue for others)

Con:
-I think that the power of IT applications is somewhat understated, and pitfalls of using or attempting to use IT-related systems not well described. Would like to see a better description of pitfalls and issues more specifically. Until then, think of IT as you would if you were automating a process... it had better be high volume and well understood/mature.

Bottom Line: I think this a must-have text, and it is excellently written and laid out... plus it's to the point reinforced with numerous short case study examples. I'd recommend pairing this book with "The Toyota Way" (read that first to pave the way for this book). Also consider "The Toyota Way Fieldbook" as the ideal 3rd text to study. A word of caution, these books require a whole new way of thinking and commitment.

15 of 15 people found the following review helpful
5.0 out of 5 stars Book has quite an impact on new lean leaders, Jun 18 2007
By Mark Graban "Blogger, author, consultant, spe... - Published on Amazon.com
Amazon Verified Purchase(What's this?)
This review is from: Creating a Lean Culture: Tools to Sustain Lean Conversions (Paperback)
This is a fantastic book, one of the small number of "core" lean books that I recommend to people. I've used the book with many healthcare clients who are new to lean. They have loved the book so much that they have read it three times, learning something new each time, and learning something different at each stage of their lean learning journey. The most frequent comment I hear is that the book means one thing to them before they start but it means even more to them after they have "struggled" with a lean environment on their own, revisiting the book and its concepts helps immensely.

Mann's book helps make concrete the vague notion of a "lean culture" and spells out steps leaders can take to start moving in that direction. The book doesn't promise quick fixes, nor should it, but it puts you on the right path to developing your people, your leaders, and your problem solving skills. Kudos to David Mann for a very practical, actionable guide for lean leaders or those of us who strive to become lean leaders.
› Go to Amazon.com to see all 29 reviews  4.8 out of 5 stars 
 
 
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