Creating a Lean Culture

Introduction
Section 1 What Is the Lean Management System?
Principal Elements of Lean Management
1 The Missing Link in Lean: The Management System
Developing a Lean Culture
Don't Wait-Start Now!
Lean Management Focuses on Process
Parallel Implementations of Lean Production and Lean Management
Changing from conventional mass production
Getting rid of the "do whatever it takes!" approach
Lean Processes Need Lean Management
Focusing on the Process Produces Results
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
2 The 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 Work
Leader Standard Work in Automated Production Environments
Does Lean Management Apply in Process Industries?
Process Focus in Process Production
Summary: Four Principal Elements of Lean Management
3 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.0
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
The Role of Training for Lean Implementation
Summary: Leader Standard Work Is Element Number 1 of Lean Management
4 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 IT
Accuracy Versus Precision of Visual Information
Proximity of Visual Controls
Flexibility of Visual Controls
Visual Controls and the "Fingerprint Factor"
The Power of Networks
Intangible Benefits of Visual Controls
Summary: Visual Controls and the Data for Lean Management
5 Daily Accountability Process
How Batch Production Differs from Lean
Three Tiers of Daily Meetings
Tier One: Team Leader and Production Crew
Tier Two: Supervisor and Team Leaders
The Red Dot, Green 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!
The "Vacation Paradox" and Capacity for Improvement
Accountability in Office Processes
Summary: Daily Accountability Improves Processes
6 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
Summary

Section 2 Learning Lean Management and Production: Supporting El ements of Lean Management
7 Learning Lean Management: The Sensei and Gemba Walks1
Your Sensei and "True North" Provide Direction
Gemba Walking
Gemba Walking Teaches How to See in New Ways
Being the Sensei: Gemba Walking Your Executives
Go to the Place, Look at the Process, Talk with the People
Gemba Walking as a Structured, Repeatable Process
Summary: Learning Lean Management by Being a Sensei's Apprentice
8 Leading a Lean Operation
Nine Leadership Behaviors to Learn
Attribute 1: Passion for Lean
Willingness to Make Personal Change
Attribute 2: Disciplined Adherence to Process- Accountability
Attribute 3: Project Management Orientation
Attribute 4: Lean Thinking
Lean Thinking Looks for the Sources of Problems
Attribute 5: Ownership
Attribute 6: Tension between Applied 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 w/ Measures of Results
A Measure of Process or Result?
Frequency of Observation
Lean Leaders Recognize Imperfection
Summary: Consistent Leadership Is the Crucial Ingredient in Lean Operations
9 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
10 People-Predictable Interruption; Source of Ideas
Who 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
Making Listening Visible
Lean Training for Line Leaders
Where Conventional Training Fits In
What If Production People Don't Buy into Lean?
Responding to Low Performers
Human Resources Policy Issues in Lean Management
Summary: Resolving People Issues to Support Lean Production and Lean Management
11 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
Details of the Lean Management System Assessment
Conducting an Assessment
When Should You Assess?
Who Should Assess?
Interpreting the Assessment
Keep Asking These Questions!
A Lean Culture Is a Beautiful Thing
Summary: Maintaining Lean Management
Appendix A
Appendix B
Glossary
Bibliography
Index
The Author