Product Description

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.

Highlights: Distinguishes the much-discussed, abstract concept of "lean culture" from the concrete, implementable practices of lean management. Describes and illustrates 4 key principles of lean management: leader standard work; visual controls; daily accountability process, and discipline. Shows how visual controls bring process focus to life, tie in lean's requirement for highly disciplined execution, and make leaders' new jobs far easier to explain, model and evaluate. Moves beyond models and theories of lean management to show how to implement the daily practices that are the key to implementing and sustaining a lean transformation. Lots of case examples, figures and photographs.

Product Details

• Amazon Sales Rank: #17563 in Books
• Published on: 2005-05-13
• Original language: English
• Number of items: 1
• Binding: Paperback
• 224 pages

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 Davids book."
--Robert W. Hall, Editor-In-Chief, Target, Association for Manufacturing Excellence 03/21/05

"Manns 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 Manns 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 isnt easy. Like weve heard many times about lean, it is easy to say but hard to do. Having the discipline to change your management system wont be easy but if you read this book and follow its advice youll be much better off."
Review

Customer Reviews

Clearly shows you why something so simple is so hard to do
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.

An Executive's Management Guide that's long overdue.
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.

Book has quite an impact on new lean leaders
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.