LEADER 05968oam 2200673Mn 450 001 9910800171203321 005 20230525185948.0 010 $a0-429-25648-5 010 $a1-4822-4325-3 024 7 $a10.1201/b17563 035 $a(CKB)3710000000391633 035 $a(EBL)1666459 035 $a(SSID)ssj0001458356 035 $a(PQKBManifestationID)12559874 035 $a(PQKBTitleCode)TC0001458356 035 $a(PQKBWorkID)11452133 035 $a(PQKB)11570880 035 $a(MiAaPQ)EBC4744298 035 $a(MiAaPQ)EBC1666459 035 $a(OCoLC)921159492 035 $a(OCoLC)1178634751 035 $a(OCoLC-P)1178634751 035 $a(FlBoTFG)9780429256486 035 $a(CaSebORM)9781482243239 035 $a(EXLCZ)993710000000391633 100 $a20200728d2017 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt 182 $cc 183 $acr 200 00$aCREATING A LEAN CULTURE $eTOOLS TO SUSTAIN LEAN CONVERSIONS, THIRD EDITION$b[electronic resource] 205 $a3rd ed. 210 $aBOCA RATON $cPRODUCTIVITY PRESS$d2017 215 $a1 online resource (390 p.) 300 $a"A Productivity Press Book." 311 $a1-138-43819-7 311 $a1-4822-4323-7 320 $aIncludes bibliographical references (page 349) and index. 327 $aFront Cover; Contents; List of Figures; List of Tables; Acknowledgments; Introduction; Chapter 1: The Missing Link in Lean: The Management System; Chapter 2: Lean Management System's Principal Elements; Chapter 3: Standard Work for Leaders; Chapter 4: Visual Controls; Chapter 5: Daily Accountability Process; Chapter 6: Lean in Administrative, Technical, and Professional Work; Chapter 7: Learning Lean Management: The Sensei and Gemba Walks; Chapter 8: Being the Sensei: Engaging Your Executives in the Lean Initiative; Chapter 9: Leading a Lean Operation 327 $aChapter 10: Solving Problems and Improving Processes-RapidlyChapter 11: People-Predictable Interruption, Source of Ideas; Chapter 12: Sustain What You Implement; Appendix A: Lean Management Standards-Manufacturing; Appendix B: Lean Management Standards-Technical-Professional, Administrative, and Service Delivery; Appendix C: Lean Management System Gemba Worksheets; Glossary; Bibliography; About the Author; Back Cover 330 3 $aWinner of a Shingo Research and Professional Publication Award. The new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to successfully navigate the politics in cross-functional process improvement projects, and to engage executives in ways that are personally meaningful to them. 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.Read the Reviews:"This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader."? Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group"David Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book."? Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University"This book has long been my ?go-to? guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools."?Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen"As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann?s case-based insights are an invaluable tool."? Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University"David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success."? Elizabeth M. King, Vice President Organizational Effectiveness, ESCO Corporation. 606 $aOrganizational effectiveness 606 $aIndustrial efficiency 606 $aOrganizational change 606 $aCorporate culture 615 0$aOrganizational effectiveness. 615 0$aIndustrial efficiency. 615 0$aOrganizational change. 615 0$aCorporate culture. 676 $a658.4/01 686 $aBUS053000$aTEC009060$aTEC020000$2bisacsh 700 $aMann$b David$f1947-$01586611 801 0$bOCoLC-P 801 1$bOCoLC-P 906 $aBOOK 912 $a9910800171203321 996 $aCREATING A LEAN CULTURE$93873272 997 $aUNINA