Creating a Lean Culture: Tools to Sustain Lean Conversions

Content: The Missing Link in Lean: The Management System Developing a Lean Culture Don't Wait-Start Now! Lean Management Focuses on Process Lean Management and Continuous Improvement Parallel Implementations of Lean Production and Lean Management Changing from Conventional Production Getting Rid of the "Do Whatever It Takes" Approach Lean Processes Need Lean Management Focusing on the Process Produces Results Engaging Executives with Lean: A Different Approach Measuring the Process against Expected Outcomes How Can You Recognize Culture? Overcoming Cultural Inertia New Settings with Old Habits Won't Work How to Change Your Culture Extinguishing versus Breaking Habits Make Sure You Don't Slip Back into These Old Habits Summary: Technical and Management Sides Need Each Other Study Questions  Lean Management System's Principal Elements The Principal Elements of Lean Management Lean Elements Need to Work Together Execution Is Key to Lean Management Implementing Lean Management: Where to Begin? Start with Visual Controls When Implementing Leader Standard Work First Can Be Effective Leader Standard Work in Automated Production Environments and Process Industries Does Lean Management Apply in Process Industries? Process Focus and Leader Standard Work in Process Production Summary: Four Principal Elements of Lean Management Study Questions  Standard Work for Leaders Leader Standard Work Is Process Dependent Leader Standard Work as Interlocking Layers Leader Standard Work Shows What to Do-and What Not to Do Leader Standard Work Should Be Layered from the Bottom Up What Does Leader Standard Work Cover? Team Leaders Supervisors Value Stream Managers Form and Format for Leader Standard Work Leader Standard Work: Compliance or Improvement? The Role of Training for Lean Implementation Summary: Leader Standard Work Is Element 1 of Lean Management Study Questions  Visual Controls Visual Controls Focus on Process and Actual Performance A Variety of Tools to Visually Monitor Processes Hour-by-Hour Production Tracking Charts How Visual Controls Enforce Discipline Job-by-Job Tracking Charts Priority Board Hourly Status Completion Heijunka Between-Process Tracking Noncyclical Process Tracking Maintaining Visual Trackers and Acting on the Information They Provide Benefits of Using Simple Visual Controls Instead of More Sophisticated Information Technology Summary: Visual Controls and the Data for Lean Management Study Questions  Daily Accountability Process How Conventional Production Differs from Lean Three Tiers of Daily Meetings Tier One: Team Leader and Production Crew Tier Two: Supervisor and Team Leaders The Green Dot/Red Dot Convention Day-to-Day Project Management Tier Three: Value Stream Leader with Supervisors and Support Groups Daily Accountability Exposes and Solves Problems Quickly Further Note on Task Assignments and Follow-Up It's Not about the Boards! Accountability Boards and Geographically Dispersed Locations Flat-Screen Monitors The "Vacation Paradox" and Capacity for Improvement Accountability in Office Processes Summary: Daily Accountability Improves Processes Study Questions  Lean in Administrative, Technical, and Professional Work Lean Management in Enterprise Business Processes Resistance: Accountability and Visual Controls Enterprise Value Streams and Their Political Environment Organizational Governance for Enterprise Value Streams Process and Structure Summary Study Questions  Learning Lean Management: The Sensei and Gemba Walks Your Sensei and "True North" Provide Direction Gemba Walking How Lean Typically Starts and Grows Gemba Walking Teaches How to See in New Ways Being the Sensei: Gemba Walking as a Structured, Repeatable Process Summary: Learning Lean Management by Being a Sensei's Apprentice Study Questions  Being the Sensei: Engaging Your Executives in the Lean Initiative Symptoms: Orphans, New Sheriffs, and the Next Big Thing When Gemba Walks Are Not Enough A Framework for Understanding the Engagement Problem Nuts and Bolts of Executive Gemba Walks Executive Gemba Walks: Tools, Structure, and Process Summary Study Questions  Leading a Lean Operation Nine Leadership Behaviors to Learn Attribute 1: Passion for Lean Attribute 2: Disciplined Adherence to Process-Accountability Attribute 3: Project Management Orientation Attribute 4: Lean Thinking Attribute 5: Ownership Attribute 6: Tension between Application and Technical Details Attribute 7: Balance between Production and Management Systems Attribute 8: Effective Relations with Support Groups Attribute 9: Don't Confuse Measures of Process with Measures of Results Summary: Consistent Leadership Is the Crucial Ingredient in Lean Operations Study Questions  Solving Problems and Improving Processes-Rapidly A Root Cause Orientation to Problem Solving Workarounds Are Anti-Improvement A New Way of Thinking Should Perfection Be a Goal? Structured Problem-Solving Process Who Makes Improvements? Short-, Medium-, and Longer-Term Improvements Recommending Future Improvements Managing Improvement Activities Improvement Resources and Skills A Rapid Response System Support Groups Must Keep Pace with Production Summary: Finding the Root Cause of Problems Is Key Study Questions  People-Predictable Interruption, Source of Ideas Whom Do I Expect Today? The Attendance Matrix Who Starts Where Today? The Labor and Rotation Plan Completing the Labor Planning Suite Who Is Qualified for Which Jobs? How Can I Encourage Participation? The Idea System Who Will Work on Suggested Improvements? A Visual Improvement Suggestion Process Lean Training for Line Leaders Where Conventional Training Fits In What If Frontline People Don't Buy in to Lean? Responding to Low Performers Human Resources Policy Issues in Lean Management Summary: Resolving People Issues to Support Lean Production and Lean Management Study Questions  Sustain What You Implement You Already Have a Management System! What Should You Do? Rely on Leader Standard Work Maintain the Visual Controls Conduct Gemba Walks Regularly Keep Yourself Honest Assess Your Lean Management System Keep Asking These Questions! A Lean Culture Is a Beautiful Thing Summary: Maintaining Lean Management Study Questions  Appendix A Appendix B Appendix C Bibliography Glossary About the Author