The home of Lean Thinking
2nd Edition Autumn 2008
What lies beneath? Professor Peter Hines discusses the Sustainable Lean Iceberg Continuous Improvement to Organisational Learning We meet Deutsch UK and look at how they’ve created a Lean Culture
The home of Lean Thinking
In this edition‌
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Welcome By Dale Williams.
Going Lean or Staying Lean S A Partners’ Professor Peter Hines explains.
Customer Profile An interview with Pat Farmer of Deutsch UK.
Focus on Lean Strategy Deployment by Mike Dale.
From Continuous Improvement to Organisational Learning By Kevin Eyre.
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How Deutsch UK created a Lean culture. A case study
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Information & Events Find useful events, websites and essential reading here. Also try our Mudoku challenge.
The home of Lean Thinking
The home of Lean Thinking
Welcome to the home of Lean thinking.
I’m delighted to greet you from within the pages of Source once again. In this edition we move our focus to talk about how organisations can enable themselves to create a sustainable Lean culture. When talking to businesses in any sector, we usually find that there is a level of understanding around the Principles of Lean, and some of the tools and techniques that go with it. But it generally stops there. This is because the culture of the organisation often isn’t one which has Lean embedded deep within it, so that it’s at the heart of everything an organisation does. If this is the case the benefits of applying Lean become difficult to envisage, and then apply. And so it then fades away.
In this edition, Professor Peter Hines talks to us about Staying Lean – how do businesses stop their Lean efforts just fading away? Carrying this theme further we look at how Deutsch UK have created a sustainable Lean culture and we also take a look at Strategy and Continuous Improvement as a part of building a sustainable Lean culture. You’ll also be pleased to see that by popular demand, Mudoku is back! I hope you find our latest edition of Source of interest, if you would like to discuss or feedback on any of the contents within, please feel free to email me at dale.williams@sapartners.co.uk.
Dale Williams Managing Partner
Coming Soon...Lean and/or Green? An examination of the synergies and approaches in both Lean Thinking and Environmental Systems Management
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Going Lean or Staying Lean
Peter Hines, Chairman
Going Lean or Staying Lean? When I first started helping organisations apply a Lean approach at the start of the 1990s, I was confronted with a range of questions such as: 1. Where do I start? 2. What does Lean Thinking involve? 3. Who will I have to involve? 4. Is it only applicable to the shop floor? 5. Is it only for manufacturing firms? 6. What will the benefits be?
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Going Lean or Staying Lean
In order to answer these questions, with a number of colleagues, I wrote the texts: Going Lean and Lean Profit Potential which give a practical insight into these topics. (Both of these can be downloaded as a free pdf document from www.sapartners.com). However, since these publications were produced in the early 2000s the set of questions I am asked has widened, with a series of additional queries such as: 1. How long is it before the benefits start fading away? 2. Why do people seem to have lost their enthusiasm for Lean here? 3. What is the secret of sustainability? 4. What is the difference between managing and leading a Lean change? 5. How do we ensure continued buy-in from the workforce? As a result a new publication is called for. With colleagues from both the Lean Enterprise Research Centre and S A Partners, I have written Staying Lean to help you answer these questions and ensure that you don’t just start a successful Lean programme in your business but that you continue to sustain and build on your early successes.
So what is the essence of this sustainability? People, the missing ingredient of Lean. When I was asked recently on what was the key aspect of Womack and Jones’s Lean Thinking book, on reflection my response was in the leadership of the key individuals exhibited in the case studies. Indeed, in our early work in taking Lean into the University arena, the starting point has been the people and their problems. As a result, instead of putting on the ‘muda glasses’ and going on a waste walk, we decided to put on our ‘muri ears’ and go and listen to the real problems that people had and what was causing them difficulty in their jobs. We found that we had a way to help them with their real concerns and in doing so help them become less frustrated by removing rework, delays and hence reducing their workload and helping improve morale.
Take for example white goods manufacturer Whirlpool and the application of Lean a few years ago in their North American facilities. The company adopted a Lean approach across their dozen sites with two distinctly different approaches. In half of the sites they adopted a highly focused Kaizen Blitz approach on the shop floor that yielded rapid results. In the other sites they adopted a much more careful but systematic approach focusing on culture change. In the short term this yielded little. However, in the long term it flourished as the early ‘hero story’ sites using kaizen blitz started to fail.
So why don’t Lean programmes outside of the University environment sustain? Well there may be many reasons but nearly all will be something to do with people, their leadership and their engagement. This is often made worse by a pre-occupation with Lean tools.
“We believe that applying Lean is best explained by an analogy with an iceberg. It’s not what you see, it’s generally what you don’t see that’s more important.”
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Improvement Opportunity
Going Lean or Staying Lean
Thinking It Through Greater, sustained results achieved
Improvement leveled off and eventually stopped due to lack of realizing “true” lean opportunity
Lost and repeated results due to no sustainability Short term gains made
Results could be lost entirely if organizational structure not aligned to support and education level of all employees not increased Awareness, education, organization structure created to support lean
Time Source: C. Craycraft, Whirlpool
So what are the secrets of this ‘green line’ sustainability? Well, many of them are summarised in the following box ‘Ten tips for Staying Lean’.
Ten Tips for Staying Lean 1. Think of Lean as a philosophy for success rather than a series of tools and techniques. 2. Apply Lean right across the organisation, not just in the parts the textbooks talk about. 3. Focus on improving processes or value streams not departments. 4. Link everything you do to creating value for your customers, your organisation and your people. 5. Don’t just copy others, think through your approach based on what you are trying to achieve. 6. Make everyone aware of what you are trying to achieve and why you are doing it. 7. Align your communication and key performance measures to creating and sustaining a Lean organisation. 8. Provide sufficient resources, in terms of people and training right across the organisation, not just your Lean coaches. 9. Leaders need to not just talk about Lean they need to demonstrate in their actions that they are serious. 10.Make sure your finance and rewards and recognition system appropriately encourages Lean activity and motivates your people.
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In our academic ivory tower we have attempted to think through what you need to do. In summary we believe that applying Lean is best explained by an analogy with an iceberg. It’s not what you see, it’s generally what you don’t see that’s more important. So, when you go to a Lean company as many of us did in our pilgrimages to Japan what did we see? The answer to this question is guided by where we went and what we were looking for. Typically we went to a series of manufacturing firms who made discrete products made up of a series of components like cars or electronics equipment. Within these firms we went to where the action was: the shop floors. What we saw was marvellous, we saw 5S, we saw kanban, we saw TPM, we saw flow, we saw all the typical Lean tools and techniques that you read about in textbooks. However, in addition to these tools and techniques and process-based management, it was what we did not see that was probably more important as can be seen in the Lean Sustainability Iceberg. Under the water are three key areas which are all people related. As we know in order to ‘go Lean’ we need to ‘learn to see’, however, in order to ‘stay Lean’ we need to ‘learn to hear’ and act below the water line as well as above it. In order to find out how we suggest you take a look at Staying Lean available at www.sapartners.com
Customer Profile
Customer Profile:
Pat Farmer Managing Director, Deutsch UK
“I’ve always recognised the importance of understanding what your customers value”
Tell us a little about yourself Well, I’m married and have two daughters, one of whom I’m delighted to say was married in July this year. I was born and bred in Eastbourne, and I now live just a few miles from there in Battle.
And your education? My early years were spent in Eastbourne Grammar School, and I then graduated in Mechanical Engineering from Brighton University (It was a Polytechnic when I was there!).
From there I spent a year with Marconi as a Project Manager working on Air to Sea Torpedoes. At that time we ran the biggest PERT (Project Evaluation and Review Technique) programme in the UK, second only to Polaris. McMurdo in Portsmouth introduced me to the world of connectors. I joined them as Manufacturing Manager; progressed to Production Director and then in 1986 I left to join Deutsch UK. And I’ve remained here ever since. In 1995 I became Operations Director and I’ve been Managing Director since 2001.
Describe your career path. I began as a Graduate Trainee with Plessey Aerospace (now Eaton). I spent nine years with them and progressed to Supplies Manager.
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Customer Profile
Can you share a career high? Well there are a couple of highs. The first is helping to turn around a business that was having difficult times as a UK company in becoming a part of the Deutsch global business. We’ve had strong, continued growth for fifteen years now and I’m proud of this. The other has to be enabling my people to develop themselves. For example, our current Manufacturing Director, Gary Cook, joined us as an Apprentice. At Deutsch, we actively nourish and grow our people, which is something I encourage and which pleases me enormously.
Tell me an interesting fact about yourself that might surprise your colleagues. Few people know that I have brewed my own beer for the last thirty years – and those who have sampled it tell me that it tastes just fine! Some, but not all, will know that I recently bought myself an E type Jaguar for my 60th birthday – a dream come true.
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And so on to Lean. How did you ‘discover’ Lean? Throughout my career, I’ve always kept an eye on the latest manufacturing techniques. I remember visiting an event in Coventry run by The Manufacturer and listening to speakers on Lean. Members of my team also attended Innovation events and were advised to read ‘Lean Thinking’ – the rest, as they say, is history. The key attraction of Lean for me is the first principle and its focus on the customer.
What has Lean done for your business? I’ve always recognised the importance of understanding what your customers value. When I first joined Deutsch UK, we were an inward looking organisation. Changing this to become an outward facing business was difficult, but Lean gave me the means with which to achieve this change. The first Lean Principle is to understand value from the perspective of the customer, i.e. to become outward looking. Now, Lean is being pulled thorough the organisation by our people, rather than pushed. Just recently we asked for Lean Coach volunteers, no less than seven came forward!
And for your people? It has empowered them. It’s made them proud of what they’re achieving on their Lean journey. They are enthused and over 60% of the workforce (shop floor and back offices) have had some Lean training. Morale is high and our people feel liberated. We’re not scared to give something a go – what you see is a different attitude to change and a consistency about our purpose.
“Throughout my career, I’ve always kept an eye on the latest manufacturing techniques”
Focus on Lean
Focus on Lean:
Mike Dale
Strategy Deployment
Strategy Deployment is more than communication, more than management by objectives and more than a dashboard based on the balanced score card. It is a comprehensive approach to establish an effective system of management that will both deliver strategy and enable its adaptation in real time. With the right intentions and skills, it is also the way to engage people in the organisation and its strategic aims. The particular approach that we, at S A Partners, adopt draws on three sources:
• The best of Lean, with its origins in policy deployment and Hoshin Kanri • Good practice in Strategic Management • Selected parts of the Leadership and Change Management domains.
Would they be able to answer the first question? If so, would they be able to answer the second question? If they cannot answer both how do you expect to implement the strategy effectively?
Alignment and Engagement The Acid Test So let’s start with the acid test. What would happen if you went to speak to someone in any function, at the lowest level of your organisation and asked the following questions. • What is the plan for this business over the next few years? • What are you doing to contribute to this plan that will make a difference?
Strategy Deployment is about alignment and engagement – • alignment so that focus is on the right things that support the strategic direction • engagement so that energy and initiative are brought to the day to day tasks and their improvement or indeed to new things. Figure 1 below shows the frame in which deployment takes place.
Figure 1
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Focus on Lean
Example
Articulating Strategy
Insights is a global learning and development company working in partnership with leading organisations across the world. It delivers transformational learning solutions that, help its clients improve their effectiveness in five key areas: individuals, teams, organisations, sales and leadership.
Deployment is more than a challenge if the strategy cannot be clearly articulated and so there is a need for the strategy to be clear, coherent and compelling
“We have a very people focused culture both because of our values and because of the industry in which we work. We adopted all the principles of strategy deployment for our businesses after adapting the language and detailed methods to suit us; in fact we decided to call it Strategy Engagement, not Deployment. These principles are powerful and simple. They require diligence and commitment to apply them, but we found that the flexibility of application and robustness of processes makes them highly effective. This approach has helped us significantly in growing our business rapidly. They have helped us triple our revenues and quadruple our profits in four years, as well as helping us become a serious player on the global stage.” Andy Lothian, CEO
Figure 2
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(See figure 2 below).
We use a strategic architecture based on the diagram you see here with Vision and Values at the top closely underpinned by strategic Goals (both financial and market). The next level provides the real strategic focus where much more specific choices are made about markets, products, resource and people. Critical Success Factors sit within the lowest level. They are the things at which we must excel that are important across the organisation; together they will deliver the Vision, Values, Goals and Strategic Focus.
Deployment Process There are four phases in the deployment process, which begins by ensuring that there is a clear understanding of any givens as inputs. The first phase does two things. Firstly it establishes current reality, and secondly, it tests that we are clear about what the strategy is and whether it makes sense. Any issues arising that may need attention are captured for later processing.
Figure 3
The second phase involves choosing carefully selected measures that align with strategy and then setting targets for achievement over time. From this flow actions and projects which bring intentionality to the strategy as it is now both measurable and actionable. The final phase of the deployment process does two things. It strengthens the management process using the Business Cockpit; and then provides follow through into the organisation to decide how and when to deploy to the next level.
The Business Cockpit The Business Cockpit is the very backbone of a good and Lean management process (See figure 3 below).
• bottom right – the top level financial data • bottom left – the important measures that have been selected for managing to a result. Together these quadrants are primarily about running today’s business • top left – the key issues that the business faces, both those that are being worked on and the emerging issues that await attention
Focus on Lean
• top right – the action plans or projects and their status which will address the activated issues. Together, these last two quadrants are primarily about creating tomorrow’s business. Designing the top level cockpit and making discriminating choices about its content is a pivotal step in bringing focus and effectiveness to a leadership team. It is a necessary pre-requisite to deploying through the business.
Deploying to the Next Level Careful planning is required to establish the architecture for deployment – how many teams in how many levels as well as the content of what measures, targets, actions and projects are deployed where. The result is a hierarchy of cockpits, with a joined up management process that enables deployment down the organisation and flow upward and across the business in a timely manner with each team being well focused on its role in the overall strategy (See figure 4 below).
Figure 4
The Link to Continuous Improvement It should be clear how this system of management aligns teams and activities to strategy and how the important projects lead to significant changes. We call this discontinuous change. What is not always understood is the connection with continuous improvement (CI), which is often understood to be lots of small, discontinuous changes. CI should be a team driven norm that is part of everyday operations, driven by the deployed targets and the many small challenges that they face. This is the mechanism that will achieve the performance improvement and engage team members as they grow used to being able to affect their destiny and contribute
Next Steps Try the acid test in your organisation: • What is the plan for this business over the next few years? • What are you doing to contribute to this plan that will make a difference? Think about the reasons behind the answers that you get. Visit: www.sapartners.com for further information, or email Mike Dale at mike.dale@sapartners.co.uk or Professor Peter Hines at peter.hines@sapartners.co.uk
(See figure 5 below).
In establishing a meaningful CI system, a process of top to bottom management is set up which will, in addition, enable this to go beyond performance achievement to organisational learning.
Figure 5
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From Continuous Improvement...
From Continuous Improvement to Organisational Learning Have you ever noticed how beguiling are those numerous ‘Temples’ of Continuous Improvement that litter the text books of Lean Thinking? They seem at once to explain everything and yet nothing; the metaphor makes sense, you like the idea of building Lean on a solid platform and of having pillars that support the edifice further; but what do you actually do to make this temple a dynamic reality? by Kevin Eyre
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From Continuous Improvement...
Sustainable Continuous Improvement – Integration
Continuous Improvement – Stability
For those of you who are keen to do more than merely worship at the foothills of someone else’s creation, we’ve decomposed a few of these static models and created a way of understanding Continuous Improvement. This might help you to see the dynamics of Lean implementation - your very own ‘Tom Tom’ – able to re-direct you when you (naturally and inevitably) take a wrong turn!
A system of Continuous Improvement Continuous Improvement operates well where stable operations are in place. Stable does not, of course, mean static. A stable operation is one in which demand is classified and managed to customer takt time, where the workplace is organised and visual, where standard work is in place and where ‘flow’ is a reality. Such operational conditions – often hard won – naturally expose deviations from process at source, so creating the many small crises that are the target for continuous improvement.
Where problems or deviations are detected at source, they require immediate problem solving. In CI environments, front line staff are accountable for and skilled in identifying and resolving problems as they occur. Resolution is sought in minutes and hours, seldom in days. A consistent set of problem solving tools and clearly defined processes are mandated and used by the organisation. Where problems are solved and changes made, the resulting improvements enable the CI system to stabilise, but at a higher level of performance than existed before. This is Continuous Improvement – rigourously establishing stability whilst relentlessly detecting and eliminating problems at source. It is people, working in well designed processes, being creative and disciplined, and improving those processes further, that achieves this outcome.
For those of you who are keen to do more than merely worship at the foothills of someone else’s creation, we’ve decomposed a few of these static models and created a way of understanding Continuous Improvement that might help you to see the dynamics of Lean implementation.
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From Continuous Improvement...
A system of Discontinuous Improvement Establishing and nurturing a system of Continuous Improvement is a management issue; the CI system needs to be protected but it also needs to be connected to the demands of strategy and to the decisions of managers. Strategy Deployment is a Lean process for achieving this. Managers deal pre-dominantly, however, with the currency of discontinuous improvement. Their world is more typically governed by their need to address large scale, radical, planned and unexpected change. For instance, introducing a new product, seeking to change the culture of the business or implementing new technology, all require high level thinking and action but also integration with the system of continuous improvement. Successfully resolved discontinuous improvements are often transferred, for example, into the CI system as part of a ‘seamless integration’ into serial production. Problems that cannot be resolved at the level of CI – and may be said to fail to stabilise at that level – become part of the discontinuous problem solving process itself. In so doing, they are likely to receive significant resource to resolve them.
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Whilst the processes of thinking are different – problem solving within CI starts with deep understanding of the current state and moves forward from there, where-as process design, for example, starts with hypothesis about the future state, tests to see if it works and then adds in the detail – they are both underpinned, and hence connected, by the PDCA improvement cycle.
Organisational Learning Whilst the task of creating and managing systems of continuous and discontinuous improvement is predominantly (but not exclusively!) a managerial one, the task of creating the climate in which this can happen is a leadership one. Over and above all else, organisational learning is the leadership issue. So what does the Leader intent on creating the ‘learning organisation’ need to do? We offer some points around which current best thinking coheres:1. Understand the systemic nature of the enterprise, make sure that those around you understand this also and direct changes that bring about a tightly integrated operating model which has CI at its heart.
2. Create an environment in which it’s both safe to experiment and in which people get recognised for trying – asking ‘why?’ and ‘how?’ is a good starting point; being curious and openminded builds on this; coaching others’ directly enables it whilst institutionalising problem solving, cements it. 3. Establish a clear management process into which learning from change activity and experimentation can be captured. Be very clear about the outcomes or results that the business needs and push relentlessly for these. Without these emphases, the twists and turns involved in creating the environment of CI will not endure. Lean leaders must simultaneously understand the systems and processes that they and their people work in and have created; they need to be able to connect to and interpret strategy whilst using the capacity for problem solving which exists at all levels. It’s a long term challenge for the mature leader. For further information, email Kevin Eyre at kevin.eyre@sapartners.co.uk
Deutsch UK
How Deutsch UK created a Lean Culture Thanks to the investment in Lean, Deutsch UK has enjoyed increased year on year growth in sales and profitability Deutsch UK is a $60m turnover manufacturer of electrical and fibre optic interconnection systems, being part of the $600M global Deutsch company. The UK division is a centre of excellence for advanced technology products that are specifically designed to withstand harsh environments including exposure to the elements, strong vibration, temperature change etc. This reflects the needs of Deutsch’s core client base in the defence, aerospace, Formula 1, marine and industrial transportation sectors. In 2003, Deutsch UK recognised that it needed to accelerate growth if it was to remain profitable in an increasingly competitive market place. Managing Director, Pat Farmer, and his management team, adopted a long term strategy that was ‘to accelerate growth by applying Lean Thinking across the whole business’. They anticipated that there would be some ‘quick wins’, but this Lean Journey was not to be about tools and techniques on the shop floor alone. It was about investment in the business, the development of their
people, understanding value from the customer’s perspective and embedding a Lean culture within the organisation. Pat told Source
“There was a need to change our culture to become more focussed on the needs of our customers. The Lean concept of only doing what adds value for the customer made investing in the Lean philosophy the right choice for Deutsch UK.” In selecting an external partner to support them on the journey, Deutsch UK were looking for a consultancy with high levels of expertise in implementing Lean Thinking not just on shopfloor, but with a depth and width of offering that could enable strategic change and an approach that would be sustainable and holistic. “We selected S A Partners because we believed they were the best in the market place, offering a comprehensive business wide solution. They have delivered on their promise and truly helped us to transform our business” said Gary Cook, Manufacturing Director
In delivering their strategy to accelerate growth, it was essential that Deutsch broadened its thinking and the model that was to enable this was the S A Partners Lean Business Model. From this, Deutsch UK developed the QUEST programme.
Initially, Lean Leadership and awareness training was provided for the senior management team in addition to the development of Lean Coaches. These coaches developed the capability to deliver this training across the business and as a result, over 60% of the business had some formal involvement in the QUEST project.
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Deutsch UK
Challenges • Growth required in order to remain profitable
• Increasingly competitive market place
• Embedding Lean across the entire organisation
• Lean Coaches developed
• Traditional shop floor tools and techniques were taken off the shop floor and embedded across the business
• Understanding what customers really valued
Solutions • Apply Lean Thinking across the whole business – a fundamental change in culture • Implementation of the QUEST Project • Lean leadership and awareness training provided for Senior management
• Entire business re-organsiation into three streams following Value Stream Analysis • Critical Success Factors developed following Strategy Deployment workshops with measures and targets set
Results: • Year on year growth in sales & profitability • 60% of business involved in the QUEST project • Each value stream in the organisation has its own visible cockpit detailing objectives, measures and status to plan
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• A genuinely engaged workforce – all moving in the same direction • Customers have assurance that they are dealing with a world class supplier
• There have been some ‘quick wins’ but with a longer term lens, people are being mentored as Lean ‘just happens’ within the business
Deutsch UK
And now a massive, yet fundamental change was about to happen to the business. Through a detailed Value Stream Analysis, an entire reorganisation of the business occurred. This moved Deutsch UK away from a functional structure and into the three value streams of Military and Aerospace, Autosport and Industrial. For Pat, this was a difficult, but inspiring, transition to make.
“I had to turn over the organisation I’d created; it was not easy”, he said. “The value stream re-organisation has been the most valuable exercise as far as I’m concerned – we’re more efficient whilst being focussed on the wants of the customer. There is always the danger of each of these value streams operating as silos, but we work at ensuring these walls aren’t built. Mike Dale of S A Partners played a pivotal role in helping us with this transformation” Through Strategy Deployment workshops, seven critical success factors for the business were determined. These included; delivering improved customer service, a focus on NPD and innovation, managing cost reduction, developing a sophisticated order creation processes, profitably opening up and penetrating new markets, sustaining and improving technical skills. Each of these processes was reviewed against factors critical to success, and actions planned to enable Deutsch UK to meet its strategic objectives. Measures were set and deployed throughout the business, ensuring that everybody in the business was working towards the same objectives.
The result has been that each Value stream within the business now has its own business cockpit (which details objectives, measures and status to plan), for which it is responsible. Each cockpit is situated within its own work area and is visible to everyone involved allowing for regular review and updates. Each of these cockpits feeds into central business level cockpit.
“With effective deployment we have created a genuinely engaged workforce. We started by driving our Lean programme from the top but now it is being pulled through by the motivation of the whole team.”said Pat. One key area of improvement for Deutsch UK was to improve Customer Satisfaction. Staff were trained in how to carry out customer value surveys and early findings were very surprising. Deutsch had always prided itself on the fact that it was reliable and had been in operation for over fifty years, however, the customer value survey revealed that customers were only concerned about how long it took Deutsch to quote for an order, and not on the age of the business! With this knowledge, Deutsch were able to immediately respond by taking steps to reduce their order quotation process from two days to one hour, enriching value they deliver for their customers.
In recent years, Deutsch UK has been regularly approached by its customers with a requirement that Lean methods are used. Each time it has been asked, Deutsch has been able to respond positively, that it already practices Lean. From a customer perspective, this provides the assurance they need to know that they are working with world class suppliers. In adopting a long-term strategy, Deutsch UK, knew that short term results would not necessarily be plentiful, but the long term benefits could grow and secure their market share. Across their business a culture has been embedded in which the voice of the customer is of paramount importance.
“Some four years into the journey, our people are now being mentored, as opposed to educated and steered. Lean things are just happening around us.” said Gary Cook, Manufacturing Director.
Many methods of engaging everyone in the business strategy were employed. Traditional shop floor tools and techniques such as Visual Management, Kanban, Load Levelling and 5S were taken off the shop floor and embedded throughout the business. This delivered some immediate benefits, but also set standards for the business for the future.
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Information & Events
Information & Events Useful Websites
Events – Further details on www.sapartners.com
Lean
Staying Lean: thriving not just surviving 20th November 2008 22nd January 2009 21st May 2009
www.sapartners.com www.superfactory.com OEE www.oeetoolkit.com
Green Lean Supply Chains 4th November 2008
Networking www.linkedin.com
Recommended Reading Creating a Lean Culture: Tools to Sustain Lean Conversions
Practical Lean Leadership: A Strategic Leadership Guide For Executives
Staying Lean: Thriving, Not Just Surviving
by David Mann
by Bob Emiliani
Lean production is based on the Toyota Production System. Michigan-based organizational psychologist Mann explains that lean management is a crucial ingredient for successful lean conversions, and provides first the rationale and then a practical guide for implementing new ways to manage in a lean environment.
Practical Lean Leadership: A Strategic Leadership Guide For Executives is the first book to present Lean leadership in ways that are specific and actionable for executives to apply at work every day. It links Lean principles and tools directly to leadership beliefs, behaviors, and competencies in new and innovative ways that connect to workplace and marketplace realities.
The book Staying Lean: Thriving, not just surviving tells the story of a multi-national organisation’s journey to Lean and how they successfully implemented and sustained Lean to help turn the organisation’s financial performance around. It is designed to be used as a practical workbook to guide practitioners along their own Lean journey so that Lean becomes embedded in the organisation and sustains the performance improvements over the long-term.
Publisher: Productivity Press, Incorporated (13 May 2005) ISBN: 1563273225
Publisher: The Center for Lean Business Management (The CLBM,) LLC (1 Jan 2008) ISBN: 0972259155
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by Hines, Found, Griffiths and Harrison
Publisher: Lean Enterprise Research Centre (1 Feb 2008) ISBN: 0953798291
MUDOKU
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Contact details
For general enquiries, please contact us at:
carmen.crocker@sapartners.co.uk www.sapartners.com Cardiff Office
Warwick Office
Business Development Centre Pontypridd CF37 5UR United Kingdom
Haseley Business Centre Warwick CV35 7LS United Kingdom
Tel: +44 (0)1443 844048 Fax: +44 (0)1443 844034
Tel: +44 (0)24 7624 7242 Fax: +44 (0)24 7624 7249
Reading Office Wyvols Court Swallowfield Reading RG7 1WY United Kingdom Tel: +44 (0)118 988 0764 Fax: +44 (0)118 988 0360