Creating a Lean Culture

by David Mann

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 pr

Genres: Business, Nonfiction, Management, Leadership

402 pages, Paperback

First published May 13, 2005

About the author

Librarian Note: There is more than one author in the Goodreads database with this name.

Microsoft MVP

Reviews

[Rob · Rating 5 out of 5]

This is an excellent book but must be read in proper order with other books of similar topics.
I recommend the following order (so far):
"The Goal" Goldratt
"It's Not Luck" Goldratt
"Lean Thinking" Womack and ?
"Leading Change"
"Reengineering the Corporation" Hammer and Champy
"Creating a Lean Culture" Mann

[E · Rating 4 out of 5]

How to create a management system for lean production

Lean production offers the promise of competitive, high-quality, low-cost manufacturing, but operating it successfully requires a lean management system. David Mann, head of lean management and organizational development at Steelcase, an office equipment manufacturer, helps you understand how to implement a simple, effective, proven lean management system. He explains how to take action, leverage a few simple processes and create a culture that will sustain your gains in the long term. Obviously, no system is a panacea, and Mann says you have to spend time every day comparing your actual performance to what you expected from each process. By focusing your management efforts on actively closing those gaps, you can find the right ways to improve your lean production system. The book includes a very useful glossary to help you understand the specialized vocabulary of lean management, and provides charts, forms, pictures and diagrams to aid you in implementing each chapter’s principles. getAbstract recommends it as a hands-on manual, not a theoretical read. Though Mann targets managers and other leaders, anyone involved in lean manufacturing can benefit from his practical advice.

[Felipe Moreira · Rating 4 out of 5]

Ao propor que a cultura de organização é, na verdade, produto do seu sistema de gerenciamento, o autor propõe que a implementação (e sustentação) da cultura Lean se dá através da mudança no sistema de gerenciamento de uma empresa. Para tal, deve-se construir um sistema de gerenciamento pautado em:

1- Trabalho padronizado para líderes;
2- Controles visuais;
3- Processo de responsabilização diária; e
4- Disciplina da liderança.

[Brian Widmer · Rating 3 out of 5]

This book serves as a sort of how-to for creating and sustaining lean culture. If you are looking for a book that introduces lean concepts and gives general insights, I would recommend looking elsewhere. If you are looking to actually create and implement a lean culture at your workplace today, I would highly recommend this book as a key resource. As for myself, I'm somewhere in the middle, hence the 3-star review.

[Kimberly McKenzie · Rating 5 out of 5]

By far, the best book I read on sustaining and creating a Lean environment. The book contains a multitude of case studies and practical examples. Most books get caught up in theory, not this one! If you want to get "hands on" with Lean this is the book to read :)

[Ramesh Ruthrasekar · Rating 4 out of 5]

Nice book addressing shop floor application troubles of Lean

+ Focus on shop floor strengthening of Lean and process thinking is very credible
+ Easy read

- Verbal diarrhoea, the author could have used more visual communication to his own book that he has been recommending; Section 2 of the book loses focus & Section 1 of the book which is its key take away, could have had more real-time picture examples
-the "what" and "how" part are covered very well. Elaboration on "why" part could have been better

Quotes
*take care of the process, the process will take care of you
*Vacation paradox - work gets done much more efficient than regular times
*successful Lean conversion depends on the leaders. Leaders should teach, inspect for reinforce, and hold all accountable for management practices consistent with the principles of lean
*no action without data and no data without action
*leaders are expected to work around problems to quickly meet a schedule. When it is successfully in place, the problem is considered solved for now. Tomorrow is another day when it repeats. By comparison, Lean leaders ate expected to ask why, identify the root cause and develop solutions to fix root causes sustainably
*culture in a work organization is the sum of its individual's work habits. Its the way we do things around here. Over time, it becomes invisible as every one know the who, what, when, how ... and allows us to operate on autopilot.
*lean does not solve problems, it exposes problems. The flow interruptors


Notes:
The 4 gears to drive lean practice to the shop-floor
1. Leader standard work - the daily checklist for leaders on all tiers to ensure focus on the critical few steps to control the process few esp. Presence on shop floor and problem solving
2. Visual controls - Making all aspects visual to identify improvements, drive competition and making system transparent
3. Daily accountability process - the three tier approach of process control by problem solving from team leader, supervisor & value stream manager
4. Leadership discipline: Gemba walks - the aspect of Leaders and management having the whole process accountable by going to the place, observing and talking to people

Additional info on application in non-manufacturing sectors, managing suggestion box system, Labor - shift & station planning, Checklists to evaluate maturity of implementation of Lean standards

[Daniel · Rating 4 out of 5]

This is a great resource for setting out on a lean journey. And a great tool to share and teach from. There are practical examples and templates in the book and on the associated website.
I have worked in a few factories that have tried to implement lean from this book. I don't know if I would call any of them completely successful. Some were better than others.
As a quality professional, I honestly don't understand how to fit everything required from a lean system, customer requirements, and an ISO9001 QMS into one day with the average available headcount. And lean is always used to remove headcount. These are the things I see from quality, but I'm sure other functions have similar difficulties. I would have appreciated some tie in of those requirements as almost every manufacturing plant is going to have some ISO, IATF, AS, etc. standard basis.
What is in this book is how to run lean manufacturing from a production perspective. It is a great and very useful tool for that.

[Jon · Rating 4 out of 5]

This is a highly specialized book, so unless you are interested in Lean Processes, this book is not for you. I am reading this book for work and to be quite frank, I feel like I shouldn't be reading this book yet. Even the author himself states that first you need to implement Lean Processes, then you need to focus on how to manage those processes with the tools in this book. I am just starting to learn about Lean and I feel like I am missing a lot since I don't really have that base knowledge of Lean Processes yet.
Still, there is lots to learn. I am enjoying the book and I do feel like it is very valuable for work. I am definitely going to re-read it though just as soon as I feel like I understand Lean Processes.

[Gavin · Rating 3 out of 5]

Good template for attempting to create change in an organization. All that being said, I have observed first-hand the reactions of those who don't want to apply themselves or resist the influence of doing the right thing. I look forward to the 3rd edition that is on the way to me as I do feel this method is a catalyst for sustained success.

[Joan Ramos · Rating 5 out of 5]

As an Operational Excellence professional this book has greatly helped me understand the integration and sustainability of the lean elements. Recommended for those looking to understand how to sustain a continuous improvement and lean culture.

[Ltorrealba · Rating 4 out of 5]

This book was practical, jam-packed with content, and easy to follow. I may upgrade to 5 stars if I have success implanting some of the techniques I learned.

[Nicklas Grellson]

Excellent resource for SQDC Daily Accountability, Visual Management, Leadership Standard Work, Gemba, etc.

[Brian Duemling · Rating 5 out of 5]

Very good practical discussion of Lean management tools that drive Lean implementation. Lean leaders at all levels must engage for sustained, continuous improvement.

[Daniel Trentham · Rating 5 out of 5]

If you're in operations, you need to read this. It's extremely detailed, and sometimes that's hard to get through, but worth it in the end.

[Bob Wallner · Rating 5 out of 5]

Creating a Lean Culture is the premiere workbook on how to implement lean within your organization. The author gives you step by step directions and detailed case studies to show what success and failure look like and what you can learn from success and failure. Each chapter ends with a basic quiz that allows you to access the current status of your organization.

Toyota is mentioned a couple times in this book; however, this isn't about copying what Toyota it does. This book is based on research conducted by the author primarily in organizations other than Toyota or the automotive industry.

This is my second time reading the book, and each time I get so much out of it. The audio narrator and the topic were excellent; however, the PDF is almost a requirement if you are going to listen to this audiobook. It is so rich with ideas that are better conveyed visually that a reader could become lost without this PDF.

In general an excellent read and will be part of my annual re-read books

[Eby Charles]

1. What are the main benefits of using Leader Standard Work?


2. What is the best form and format for Leader Standard Work?


3. Why does David Mann state that one should start with Leader Standard Work and not with trainings?


4. Design an example schedule of leader standard work for a site manager, which would include daily planning meetings, daily performance checks, weekly planning meetings, all taking place at the PPM board, waste walks and daily or weekly accountability processes.


I wanna answer for this above question which is from 3 chapter

[Vanetta · Rating 2 out of 5]

I think it covered the main topics but I found it tedious in most chapters due to having to translate all the manufacturing examples to health care. I didn't want to work that hard to extract new knowledge.

[Shawn Chase · Rating 5 out of 5]

I would love to work for a company that takes the perspective of this text seriously in the 'how' of their business!

[Stephen · Rating 4 out of 5]

Good overview of lean. Heavily focused on a manufacturing environment. Three good sections on visual controls, lean suggestions, and sustaining the changes.

[Debie Orrell · Rating 4 out of 5]

Great ideas, especially adopting the culture is how it works for you. Don't change your business to work for LEAN, change it to LEAN and let LEAN work for you.

[Warren · Rating 3 out of 5]

useful. accessible. worthy of a further edition.

[Timothy · Rating 3 out of 5]

Required reading at work. I wouldn't have read otherwise. It did provide insight into the new direction that we as a facility was heading.

[Jason · Rating 3 out of 5]

Great!

[Sean Little · Rating 5 out of 5]

Great book on starting and sustaining a lean culture. Lots of details and information on how to implement visual management an sustain it.

[Mike Thelen · Rating 4 out of 5]

Good, use it as a guideline and expand upon it.

[Walter Reade · Rating 4 out of 5]

It's the standard on creating a Lean Management System.

[Michael · Rating 5 out of 5]

This book does a great job outlining some steps that can help to drive a Lean culture.