Creating a Lean Culture: Tools to Sustain Lean Conversions

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 skil

Table of Contents:
Introduction Acknowledgements Part I: What is the Lean Management System? Principal Elements of Lean Management Chapter 1: The Missing Link in Lean: The Management System Chapter 2: The Lean Management System's Principle Elements Chapter 3: Standard Work for Leaders Chapter 4: Visual Controls Chapter 5: Daily Accountability Process Part II: Learning Lean Management and Production: Supporting Elements of Lean Management Chapter 6: Learning Lean Management: The Sensei and Gemba Walks Chapter 7: Leading a Lean Operation Chapter 8: Solving Problems and Improving Processes - Rapidly Chapter 9: People - Predictable Interruption; Source of Ideas Chapter 10: Sustain What You Implement Appendix Glossary References Index

Review :
"David Mann has provided an excellent review of one of the most common implementation issues in a lean transformation -- the essential day to day work practices of team leaders/supervisors/value stream managers that enable the lean system." George Koenigsaecker, President, Lean Investments, LLC 03/18/05 "The purpose of lean systems is to make problems glaringly obvious. If implementation does not include standard leadership and cultural support systems to constantly address problems, the point of the system is missed. Many books address lean tools and initial conversion, but if you want the system to stick, read David's book." --Robert W. Hall, Editor-In-Chief, Target, Association for Manufacturing Excellence 03/21/05 "Mann's book is an excellent start toward Lean Leadership as 'process-dependent' rather than 'person-dependent' in style. The idea of leader standard work is simple and valuable." --Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing, Utah State 04/04/05 "At last! A book that bridges the huge gap between the lofty visionary outcomes of Lean Leadership books - and the practical thinking and tools needed to put competitive outcomes in place. This practitioner approach spells out real work needed. All of us should use Mann's first five chapters to crystallize a 'Lean Management System' with the following five chapters to inspire us to roll up our sleeves". --David Hogg, P. Eng., President High Performance Solutions, Inc. 04/04/05 "The book lays out the component of lean management systems, discusses how the different parts work together and shows how to implement these new practices, by emphasizing that the totality of these changes is essential to cultivate a lean culture." Endorsement "Mann has created a book that does a very good job explaining a critical component for a successful lean system. A word of caution; I know from experience, doing this isn't easy. Like we've heard many times about lean, it is easy to say but hard to do. Having the discipline to change your management system won't be easy but if you read this book and follow its advice you'll be much better off." Review