Download Creating a Lean Culture: Tools to Sustain Lean Conversions by David Mann PDF
By David Mann
"The new version of this Shingo Prize-winning bestseller explains how one can enforce a Lean transformation that works via constructing a tradition that builds luck from the head down and the ground up while. This variation presents improved assurance of government duties, 20 new case experiences, and new examples from the healthcare and approach industries. A must-read for any chief present process or considering a Lean transformation, this variation additionally comprises elevated assurance of Lean administration functions in advanced go practical worth circulation procedure development projects"-- Read more...
summary: "The re-creation of this Shingo Prize-winning bestseller explains tips to enforce a Lean transformation that works by means of constructing a tradition that builds luck from the pinnacle down and the ground up even as. This version offers improved insurance of govt duties, 20 new case experiences, and new examples from the healthcare and procedure industries. A must-read for any chief present process or contemplating a Lean transformation, this variation additionally comprises increased assurance of Lean administration purposes in advanced go practical price movement procedure development initiatives"
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Extra info for Creating a Lean Culture: Tools to Sustain Lean Conversions
Instead, for the new 8 ◾ Creating a Lean Culture: Tools to Sustain Lean Conversions physical production process to be a success, managers must change from the habitual focus on results to a quite different and less obvious focus on process and all it entails. Lean Management Focuses on Process The Lean management system consists of the discipline, daily practices, and tools you need to establish and maintain a persistent, intensive focus on process. It is the process focus that sustains and extends Lean implementations.
While many have technical backgrounds, experience with Lean was rarely part of it. Further, in their current positions, they rely on Lean implementers and others to worry about the tactical, technical nuts and bolts of Lean implementation, training, assessment, and coaching. The executive’s day-to-day responsibilities involve strategy and strategic execution on a broad scale, not technical nuts and bolts. So, I am no longer surprised to find senior operations and other executives politely aloof, disconnected from the Lean initiative.
People require all sorts of “maintenance” and attention. Left to their own devices, people are prone to introduce all kinds of mischief—variation in the system that can take things far afield from the original design. In a newly or recently converted Lean system, people’s deeply ingrained habits from “the way we always did things here” will continually emerge at any opportunity, often for years. If anything, Lean production is more vulnerable to these effects than conventional batch production, because of the tight interdependence and reliance on precise execution in Lean designs.