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Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition [Paperback]

David Mann
3.7 out of 5 stars  See all reviews (3 customer reviews)
Price: 29.99 & FREE Delivery in the UK. Details
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Book Description

24 Mar 2010 1439811415 978-1439811412 2

Winner of a Shingo Research and Professional Publication Award

The new and revised edition of this modern day classic provides the critical piece that will make any lean transformation a dynamic continuous success. It shows you how to implement a transformation that cannot fail by developing a culture that will have all your stakeholders involved in the process and invested in the outcome. It will teach you how to build success from the top down and the bottom up at the same time. If you are a leader at any level in an organization undergoing or considering a lean transformation, this is where you should start and finish … and start again.

Praise for the First Edition of the Shingo Prize Winning International Bestseller. . .

an excellent review of one of the most common implementation issues in a lean transformation -- the essential day to day work practices of team leaders/supervisors/value stream managers that enable the lean system.
     -- George Koenigsaecker, President, Lean Investments, LLC

. . . reprinted seven times

The purpose of lean systems is to make problems glaringly obvious. If implementation does not include standard leadership and cultural support systems to constantly address problems, the point of the system is missed. Many books address lean tools and initial conversion, but if you want the system to stick, read David's book.
     --Robert (Doc) Hall, Editor-In-Chief, Target, Association for Manufacturing Excellence

. . . now being translated into Russian, Thai, and Chinese…

Mann's book is an excellent start toward Lean Leadership as 'process-dependent' rather than 'person-dependent' in style.
     --Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing

Now empowered with five more years of accumulated knowledge and experience, David Mann’s seminal work:

  • Offers new insights on applications of lean management in administrative, technical, and professional environments
  • Provides new guidance on how to begin implementing lean management in discrete manufacturing, office, and process manufacturing environments.
  • Details specifics on how to engage executives through gemba walks*
  • Shows the difference between measuring improvement through results and through processes
  • Adds new case studies throughout
  • Expands the lean management assessment based on actual use, and now offers up two separate versions (both available online) one for manufacturing and one for administrative, technical, and professional settings

*In a gemba walk, a teacher, or sensei, and student walk the production floor. The teacher asks the student to tell what he or she sees and, depending on the answer, asks more questions to stimulate the student to think differently about what is in front of him or her. This includes learning to see what is not there…Gemba walks often include assignments to act on what the student has come to see. …


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Product details

  • Paperback: 316 pages
  • Publisher: Productivity Press; 2 edition (24 Mar 2010)
  • Language: English
  • ISBN-10: 1439811415
  • ISBN-13: 978-1439811412
  • Product Dimensions: 25.1 x 17.8 x 2 cm
  • Average Customer Review: 3.7 out of 5 stars  See all reviews (3 customer reviews)
  • Amazon Bestsellers Rank: 119,306 in Books (See Top 100 in Books)
  • See Complete Table of Contents

Product Description

Review

"The new insights included in this second edition of Creating a Lean Culture, affirm our examiners recommendations in 2006 to recognize this original work with the Research and Professional Publication Award."
—Robert D. Miller, Executive Director, The Shingo Prize for Operational Excellence

Praise for the First Edition

David Mann has provided an excellent review of one of the most common implementation issues in a lean transformation -- the essential day to day work practices of team leaders/supervisors/value stream managers that enable the lean system.
     -- George Koenigsaecker, President, Lean Investments, LLC

The purpose of lean systems is to make problems glaringly obvious. If implementation does not include standard leadership and cultural support systems to constantly address problems, the point of the system is missed. Many books address lean tools and initial conversion, but if you want the system to stick, read David's book.
     --Robert (Doc) Hall, Editor-In-Chief, Target, Association for Manufacturing Excellence

Mann's book is an excellent start toward Lean Leadership as 'process-dependent' rather than 'person-dependent' in style. The idea of leader standard work is simple and valuable.
     --Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing

At last! A book that bridges the huge gap between the lofty visionary outcomes of Lean Leadership books - and the practical thinking and tools needed to put competitive outcomes in place. This practitioner approach spells out real work needed. All of us should use Mann's first five chapters to crystallize a 'Lean Management System' with the following five chapters to inspire us to roll up our sleeves.
     --David Hogg, P. Eng., President High Performance Solutions, Inc.


 

About the Author

David Mann is currently the principal of David Mann Lean Consulting. During a 21-year career with Steelcase, Mann developed and applied the concepts of a Lean management system. In his service with the company, he supported 40+ Lean value stream transformations, as well as developing and leading an internal team that completed over 100 successful office and product development Lean business process conversions.

Mann’s teaching and coaching experience includes Lean transformation in manufacturing, enterprise business processes, and healthcare organizations. His practice includes Lean and Lean management implementation in production and enterprise business processes, troubleshooting stalled Lean initiatives, as well as frequent training and speaking engagements on Lean management.

Mann is the author of Creating a Lean Culture: Tools to sustain Lean Conversions. Awarded the Shingo Prize in 2006, the book is now in its eighth printing, and is being translated into Chinese, Russian, and Thai.

Mann serves as a Shingo Prize examiner and assessor for the Honda Lean Network. He is a member of the Saint Mary’s Healthcare Lean Transformation Advisory Board in Grand Rapids, Michigan and is an invited contributor to Frontiers of Health Services Management. Mann is a frequent contributor to and member of the editorial board of the Association for Manufacturing Excellence’s publication Target, edits Target’s Single Point Lessons feature, and also serves on the board of AME’s Great Lakes Region. He is a faculty member in the Operations Management program at the Fisher College of Business, Ohio State University.

Mann is an organizational psychologist, earning his Ph.D. at the University of Michigan in 1976.


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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews

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Most Helpful Customer Reviews
4.0 out of 5 stars good 12 Feb 2013
Format:Paperback|Verified Purchase
good book good for information or just to cross ref, the lean manager enjoyed the book and keeps buying more to look at
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3.0 out of 5 stars Update 2 Aug 2011
Format:Paperback
Interesting insights, if rather wordy.
Useful if you want to know about what has worked elsewhere.
A bit weak on understanding the 'macro' elements of the culture
that need to be in place
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4.0 out of 5 stars Lean Management - the missing link to success? 28 Jun 2010
Format:Paperback
This book provides a good and broad inside on the often missing Management element of implementing lean. The author clearly describes the importance of having the right management mindset and routines to drive the culture change that is so important in delivering the long term results of a Lean transformation.
Compnaies wanting to implement Lean probably should read this book as one of the first in order to understand the real impact (and difficulty) of implementing and sustaining Lean.
Clearly recommeded!
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Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com: 4.6 out of 5 stars  24 reviews
3 of 3 people found the following review helpful
5.0 out of 5 stars Having trouble sustaining lean improvements? 9 July 2011
By Jim Nasium - Published on Amazon.com
Format:Paperback|Verified Purchase
How many times have you found yourself holding repeat kaizen activity for the same problems? Are you losing ground on excellent work that everyone was excited about two months ago, but now that it has become old news, you find people slipping back into their old ways of doing things? This book addresses the issue of Leader Standard Work and how it is the key to sustaining the lean work. This is the book all of your leadership team must read together and discuss.
5.0 out of 5 stars Toyota Kata 10 Jun 2014
By Iris makungo - Published on Amazon.com
Format:Paperback|Verified Purchase
I receivede this in time without any follow up , meaning u'r website is reliable to even tell others to use it as they wioll never be dissapointed
5.0 out of 5 stars The simple facts 21 April 2014
By Trevor Gray - Published on Amazon.com
Format:Kindle Edition
I really enjoyed the simplicity of this book as a guideline to the implementation of lean. It beings home the reality that it is not the tools that matter, but how you change the culture that enables the tools that will deliver business results.
3.0 out of 5 stars great ideas 22 Dec 2013
By Marc Burrington - Published on Amazon.com
Format:Kindle Edition|Verified Purchase
the book had some very good ideas and repeated them many times. this book could have been greatly condensed and still have gotten the points across. but i suppose repetition is a great way to learn
5.0 out of 5 stars great book 19 Dec 2013
By berylpela - Published on Amazon.com
Format:Paperback|Verified Purchase
I used this book for a class and I must say it's a Great book... Helps you prepare to have a successful lean culture
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