Sustaining Lean Creating a Culture of Continuous Improvement
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...
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| Other Authors: | , |
| Format: | eBook |
| Language: | English |
| Published: |
Milton
Productivity Press
2022
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| Series: | BASICS Lean® Implementation Ser
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| Subjects: | |
| Online Access: | |
| Collection: | O'Reilly - Collection details see MPG.ReNa |
Table of Contents:
- 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
- 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
- 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
- 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
- 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