Lean Culture: Collected Practices & Cases
- 1h 51m
- Productivity Press Development Team
- CRC Press
- 2005
The hard part of implementing a lean transformation, according to most experts, is dealing with the "soft" issues, such as culture change. Getting employees to live and breathe lean -- actively supporting and buying into lean concepts and philosophy, always searching for ways to eliminate waste, and continuously improving processes and providing greater value for customers -- is the real challenge when building and sustaining a lean culture.
Lean Culture: Collected Practices and Cases provides a variety of case studies taken from articles previously published in Lean Manufacturer Advisor: the monthly newsletter by Productivity Press. All focus on cultural issues, ranging from the role of top management, to training and development of workers and managers, to building buy-in and to sustaining the culture.
HIGHLIGHTS INCLUDE:
- Practical, in-depth descriptions of cultural issues in a lean transformation, written in a conversational, easy-to-read style.
- Many case studies unavailable from any other single source.
- Articles categorized by specific area - all desired information is easily located.
In this Book
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Lean Culture—Collected Practices & Cases
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Introduction
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Aggressive Management Builds a New Hartz Mountain Culture
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The Ways to Win Hearts and Minds
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Creating a New Culture Is Company’s First Priority
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Tips for Molding a Kaizen Culture
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Employees Offer Suggestions When a Process Is in Place
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Approach Is Key in Attempt To Make a Union a Partner
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The Really Tough Part—Selling Lean to the CEO
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“Semi-Stealth” Strategy Turns Top Executives Into Believers
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Plan to Increase Your Skills Inventory
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Acquiring and Building Expertise
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Plan Your Search Carefully to Get the Right Lean Leader
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Improving Hiring Processes Saves Both Time and Money
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Ten Critical Areas Where Supervisors Need Your Help With Culture Change
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Structured Program Builds Skills of Team Leaders
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Want a High-Level Job Here? You Better Learn Lean First
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Plastics Firm’s Lean Team Is Its Source of New Talent
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An Assessment Tool Tells You Whether Your Culture Is Lean
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Nine Steps for Getting TPM Buy-In From Varied Groups
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Frequent Feedback Fosters Changes in Company Culture
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A Good Day of Production Begins With a Good Meeting
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Compensation Helps Lean Pay Off
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Incentives Should Be Based On Outcomes, Not Activities
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Satisfaction Yields Improved Results
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Integrate Your Improvement Methods If You Want Your Initiatives to Last
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Citations
