Title: Lean Culture : Collected Practices and Cases Author: Productivity Press Development Team ISBN: 1563273268 / 9781563273261 Format: Soft Cover Pages: 160 Publisher: Productivity Press Year: 2005 Availability: In Stock
Description
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Contents
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