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Sustaining lean : creating a culture of continuous improvement
- Author / Creator
- Available as
- Online
- Summary
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Lean is about building and improving stable and predictable systems and processes to deliver to customers high-quality products/services on time by engaging everyone in the organization. Combined w...
Lean is about building and improving stable and predictable systems and processes to deliver to customers high-quality products/services on time by engaging everyone in the organization. Combined with this, organizations need to create an environment of respect for people and continuous learning. It's all about people. People create the product or service, drive innovation, and create systems and processes, and with leadership buy-in and accountability to ensure sustainment with this philosophy, employees will be committed to the organization as they learn and grow personally and professionally. Lean is a term that describes a way of thinking about and managing companies as an enterprise. Becoming Lean requires the following: the continual pursuit to identify and eliminate waste; the establishment of efficient flow of both information and process; and an unwavering top-level commitment. The concept of continuous improvement applies to any process in any industry. Based on the contents of The Lean Practitioners Field Book, the purpose of this series is to show, in detail, how any process can be improved utilizing a combination of tasks and people tools and introduces the BASICS Lean concept. The books are designed for all levels of Lean practitioners and introduces proven tools for analysis and implementation that go beyond the traditional point kaizen event. Each book can be used as a stand-alone volume or used in combination with other titles based on specific needs. Each book is chock-full of case studies and stories from the authors' own experiences in training organizations that have started or are continuing their Lean journey of continuous improvement. Contents include valuable lessons learned and each chapter concludes with questions pertaining to the focus of the chapter. Numerous photographs enrich and illustrate specific tools used in Lean methodology. Sustaining Lean: Creating a Culture of Continuous Improvement focuses on standard work audits, training, Lean Practitioner certification, Hoshin planning, Lean Leadership, and how to run effective meetings. The authors discuss the cultural transformation which must occur to create a Lean culture by understanding what the components are in this culture. The importance of training and the value of the person are also discussed, as is what it takes to be a Lean leader.
Details
- Creator
- Charles Protzman, Fred Whiton, and Joyce Kerpchar
- Format
- Books
- Language
- English
- Contributors
- Publication
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- New York, New York ; Abingdon, Oxon : Routledge, [2023]
- ©2023
- Physical Details
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- 1 online resource (262 pages)
- ISBNs
- 9781003186090, 1003186092, 9781003186090, 1003186092, 9781000783490, 1000783499, 9781032029764
- Includes bibliographical references and index.
- Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Dedication -- Contents -- Acknowledgments -- About the Authors -- Introduction -- 1. BASICS® Model: Sustain -- Creating the Lean Culture-What It Means to Have a Lean Culture -- Check and Sustain-Organizational Dissemination of Lean -- Understand What a Lean Culture Looks Like: The People Piece: The Hidden Potential in Your Organization -- Lean Culture Path Is Difficult and Always a Work in Process -- Importance of the 50% People Piece -- People versus Task: We Need a Balance -- Vision -- Organizational Value Systems -- Company X Way -- Pearls of Advice -- Managing Resistance to a Lean Culture Change -- Lean Culture Assessment -- Assessment Issues and Discussion -- Motivation and Continuous Improvement -- Managers in the Way of Customers -- High-Level Steps to Implementing a Lean Culture -- Lean Infrastructure -- Barriers to Continuous Improvement -- Transitional Implementation Barriers -- Work to Sustain and Improve with Lean -- How Do You Get the CEO on Board? -- Lean in County Government -- Committing the Right Resources to Sustain -- Human Resources and Lean -- Sustaining the Continuous Improvement Culture -- Building Blocks of a Lean Culture -- Make Sure Your Organization Is Ready -- Visual Controls -- Standard Work -- Leader Standard Work -- Twelve Questions of Leader Standard Work -- Insist on Updating Standard Work -- Titles Tend to Get in the Way -- Additional Sustaining Tools -- Repeat the Cycle -- Do Not Reward Workarounds -- Accountability -- The Paranoid Syndrome -- Do Not Let Lean Turn into Finance-Driven Labor Witch Hunts -- Do Not Encourage the Victim Syndrome -- Lean Implementation -- Give Lean System Implementation Time to Work before Trying to Change the Underpinnings -- Auditing Standard Work Using Ten-Cycle Analysis -- The Operators Are the Stars
- Lean and Its Impact on Your Job -- Role Clarity and Distributing the Work through Workload Balancing -- Time Management and the Fires -- Problems with Behaviors -- Understanding Employee Satisfaction -- Journey of a Lean Sensei with a Star Wars® Analogy -- Discipline -- One-Word Descriptions from Brainstorming Vision Classes -- Field of Dreams Analogy -- Beyond Lean -- Chapter Questions -- Exercises -- Notes -- Additional Readings -- 2. Developing the Lean Leader -- Part I: Lean Executive Leader -- Cultural Transformations -- Leveraging External Consultants -- Change Agents -- We Must Stay Customer Focused -- Been There, Done That -- The High Cost Plant -- Competitive Advantage -- Define Reality for the Lean Initiative -- Lean Culture Begins with Communication -- Lean Transformation -- The Lean Story -- Managing Communication -- Working with Leaders -- Setting Up Systems -- Measurement -- Reward and Recognition -- Communication and Involvement -- Skills and Knowledge -- Enjoying the Value -- Barrier Removal -- Resources and Accountability -- You Should Be Where the Action Is -- Beware of Lean Project Overload -- Lean and the Organizational Structure -- The Goal with Lean Is Flatter Organizations -- Company Loyalty and Promotion from Within -- Can the United States Ever Get to Where Toyota Is without an Employment for Life Policy? -- Overhead Staff Layers -- Executive Request -- Value Stream Managers in the Lean Organization -- Roles and Responsibilities Matrix -- Lean Implementation Cycle -- Communication, Communication, and More Communication -- Board of Directors Training -- Leaders Should Empower Their Team -- Focusing on True North -- Seeing Is Knowing -- What Questions Can You Ask When Doing a Gemba Walk? -- Think-See-Act Lean -- You Are What You Measure -- Measurements to Drive Outcomes -- Stop Blaming, Start Fixing
- Stop Blaming, Start Fixing -- Control or Sustain Process -- Lean and Audits -- Paying for Suggestions -- Part II: Setting the Stage-Role of Managers and Supervisors -- Six Necessary Skills of a Leader -- Five Factors of Lean Job Supervision -- Five Factors of Job Satisfaction -- Participation in Procter & -- Gamble -- Nemoto's Ten Principles of Leadership -- Summary -- Chapter Questions -- Discussion Question -- Notes -- Additional Readings -- 3. Creating the Learning Organization and Lean Training -- Developing a Learning Organization -- Learning and Culture -- Learning by Doing -- PDCA -- Continuous Improvement -- A3 Thinking -- Standardized Work -- Standardized Work and Learning -- Training within Industry-The Roots of Lean Standard Work -- Job Instruction (JI) -- Job Methodology (JM) Is Broken Down Into -- Job Relations (JR) -- Orientation Training -- Lean Overview Training -- On-the-Job Training/Development -- Cross-Training: Multi-Skilled Operators -- Functional Orientation Training -- Job Rotations -- Coaching and Mentoring -- Organizational Topics -- Teaching Different Levels of the Organization -- Apprenticeship Model -- Summary -- Chapter Questions -- Notes -- Additional Readings -- 4. Lean and Effective Meeting Techniques -- Meetings -- Meetings Are Good but Too Many Are Bad -- Meeting MetricsHow -- Meeting Maturity Path -- PowerPoint Death -- Effective Team Pre-Meeting Checklist -- Lean Meeting Savings -- Factory Floor Stand-Up Meetings-Referred to as Huddles Today -- Why Are Meetings Always in Scheduled Half-Hour or Hour Increments? -- Increasing Meeting Productivity -- Ten Meeting Wastes to Eliminate -- Chapter Questions -- Exercises -- Notes -- Additional Readings -- 5. Hoshin Kanri: PDCA/Strategic Planning/Policy Deployment -- New Word of Truly Global Competition
- Discussion Point: How Do We Create Wealth? Is Your Business Value Added? -- Hoshin Kanri: Overview -- History -- Old Golf Ball -- Company Purpose and the Cost Equations -- Evolution of Hoshin Kanri: PDCA, PDSA, MBO, and the Deming Prize -- Hoshin Process -- Purpose and Key Elements of Hoshin Planning -- Planning Terms -- PDCA and Hoshin Planning -- Hoshin Methodology -- First Aspect Is the Layered Development of the How -- Second Major Aspect of the Hoshin Structure Is the Review Process -- Problems with Planning -- Hoshin Plan -- Chapter Questions -- Notes -- Additional Readings -- 6. The Secret to Sustaining Lean -- The Leadership Development Path -- Customer First -- Objective of the Enterprise -- Customer First Quality -- Customer Expectations -- How Do You Get the Most out of Your Shop Floor and Office Teams? -- Shop Floor Management -- Implementing Process-Focused Leadership -- Believe in Kaizen -- Be Persistent -- Go to Gemba to Show You Care -- Teach the Process of How to Solve Problems -- Be Patient -- Find the Good -- Build Rapport and Trust -- Notes -- Appendix A - Study Guide -- Appendix B - Acronyms -- Appendix C - Glossary -- Index