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

By David Mann

Book Overview

Winner of a Shingo Research and Professional Publication Award

The new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to successfully navigate the politics in cross-functional process improvement projects, and to engage executives in ways that are personally meaningful to them. If you are a leader at any level in an organization undergoing or considering a Lean transformation, this is where you should start and finish ... and start again.

Read the Reviews: "This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader."
-- Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group

"David Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book."
-- Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University

"This book has long been my 'go-to' guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools.."
--Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen

"As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann's case-based insights are an invaluable tool."
-- Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University

"David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success."
-- Elizabeth M. King, Vice President Organizational Effectiveness, ESCO Corporation

New in the Third Edition:

Contains new chapter on engaging executives in Lean initiatives Includes 21 new case studies Presents new examples from the healthcare and process industries Includes additional gemba worksheets for learning and teaching Lean Provides expanded coverage of Lean applications in complex cross functional value stream process improvement projects

Watch David Mann discuss how the latest edition of Creating a Lean Culture can help you and your organization succeed.
http: //www.youtube.com/watch?v=zX7jrtV3cBA&feature=youtu.be

• Format: Paperback
• Language: English
• ISBN: 1482243237
• ISBN13: 9781482243239
• Release Date: December 2014
• Publisher: Productivity Press
• Length: 408 Pages
• Weight: 1.60 lbs.
• Dimensions: 0.9" x 6.9" x 9.9"

Customer Reviews

The best functional guide to lean

I searched high and low for a book on Lean manufacturing to better understand its application and function. To many authors go into theory and academic explanations or dialogs of Japanese words. This was what I was looking for! I found this book so valuable that I made it required reading for my entire staff. We have now started on the lean journey.

Excellent Start for Culture Change

This book is an excellent start to navigating a lean culture change. David Mann challenges you to change your "management system" in order to change your culture. Once focus is put on the "management system" you can observe, and measure impact which will then translate into cultural shifts. The book is well written and full of concrete examples of actual implementations as well as roadblocks.

Great reference on real lean

This book fills an essential gap between Liker's Toyota Way and the many books on Lean Tools. We intentionally didn't begin our lean transformation in our large service orgnization until we had this book because we saw the folly in trying to implement a bunch of lean tools without the necessary management system. We have visited some Tier 1 Toyota suppliers and Kaizen really means continuous improvement not a succession of week-long projects that many big-time consultants and organizations focus on. This book is our defacto lean transformation handbook and I am glad to see that it has become a standard reference for at least two MBA programs in the area.

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.

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.