Lean Culture : Collected Practices and Cases

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.
• Real-world information about culture change collected in one handy book.

Part 1 : Building Support
Chapter 1 : Aggressive Management Builds a New Hartz Mountain Culture
Chapter 2 : The Ways to Win Hearts and Minds
Chapter 3 : Creating a New Culture is Company’s First Priority
Chapter 4 : Tips for Molding a Kaizen Culture
Chapter 5 : Employees Offer Suggestions When a Process is in Place
Chapter 6 : Approach is Key in Attempt to Make Union a Partner
Chapter 7 : The Really Tough Part : Selling Lean to the CEO
Chapter 8 : “Semi-Stealth” Strategy Turns Top Executives into Believers

Part 2 : Staff Development
Chapter 9 : Plan to Increase Your Skills Inventory
Chapter 10 : Acquiring and Building Expertise
Chapter 11 : Plan Your Search Carefully to Get the Right Lean Leader
Chapter 12 : Improving Hiring Processes Saves Both Time and Money
Chapter 13 : Ten Critical Areas Where Supervisors Need Your Help with Culture Change
Chapter 14 : Structured Program Builds Skills of Team Leaders
Chapter 15 : Want a High-Level Job Here? You Better Learn Lean First
Chapter 16 : Plastics Firm’s Lean Team is Its Source of New Talent

Part 3 : Sustaining Change
Chapter 17 : An Assessment Tool Tells You Whether Your Culture is Lean
Chapter 18 : Nine Steps for Getting TPM Buy-In From Varied Groups
Chapter 19 : Frequent Feedback Fosters Changes in Company Culture
Chapter 20 : A Good Day of Production Begins with a Good Meeting
Chapter 21 : Compensation Helps Lean Pay Off
Chapter 22 : Incentives Should Be Based on Outcomes, Not Activities
Chapter 23 : Satisfaction Yields Improved Results
Chapter 24 : Integrate Your Improvement Methods if You Want Your Initiatives to Last

Citations
Index