Lean Culture: Collected Practices and Cases

ISBN-13: 9781563273261 / Angielski / Miękka / 2005 / 160 str.

Productivity Press

Opis

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.

Recenzje

"Aimed primarily at executives and senior managers, Lean Culture will also interest ambitious junior employees looking for ways to sell their corporate leaders on the benefits of lean production."

Review

Spis treści

IntroductionPart I: Building SupportChapter 1: Aggressive Management Builds a New Hartz Mountain CultureChapter 2: The Ways to Win Hearts and MindsChapter 3: Creating a New Culture Is Company's First PriorityChapter 4: Tips for Molding a Kaizen CultureChapter 5: Employees Offer Suggestions When a Process Is in PlaceChapter 6: Approach Is Key in Attempt to Make Union a PartnerChapter 7: The Really Tough Part: Selling Lean to the CEOChapter 8: "Semi-Stealth" Strategy Turns Top Executives into BelieversPart II: Staff DevelopmentChapter 9: Plan to Increase Your Skills InventoryChapter 10: Acquiring and Building ExpertiseChapter 11: Plan Your Search Carefully to Get the Right Lean LeaderChapter 12: Improving Hiring Processes Saves Both Time and MoneyChapter 13: Ten Critical Areas Where Supervisors Need Your Help with Culture ChangeChapter 14: Structured Program Builds Skills of Team LeadersChapter 15: Want a High-Level Job Here? You Better Learn Lean FirstChapter 16: Plastics Firm's Lean Team Is Its Source of New TalentPart III: Sustaining ChangeChapter 17: An Assessment Tool Tells You Whether Your Culture Is Lean Chapter 18: Nine Steps for Getting TPM Buy-In from Varied GroupsChapter 19: Frequent Feedback Fosters Changes in Company CultureChapter 20: A Good Day of Production Begins with a Good MeetingChapter 21: Compensation Helps Lean Pay OffChapter 22: Incentives Should Be Based on Outcomes, Not ActivitiesChapter 23: Satisfaction Yields Improved ResultsChapter 24: Integrate Your Improvement Methods if You Want Your Initiatives to Last CitationsIndex

O autorze

Productivity Press Development Team