Key Learning Points

"Creating a Lean Culture" by David Mann

Ch. 1 Lean Management System

Lean processes require lean management
1.  Focus on processes rather than on results
2.  Eliminate “Do whatever it takes approach”
3.  Measure the process against expected outcomes,
interventions can be started BEFORE end results are affected

Culture is a result of lean management and lean practices
1.  Bad processes or “habits” must be extinguished rather than broken

Ch. 2 Principal Elements

Principal elements of a lean management system

• Leader standard work
• Shift focus from solely results to processes and results
• Visual Controls
• Translate performance into expected vs. actual, throughout production and management systems
• Daily Accountability Process
• Allows leader to set direction for improvement in the process
• Discipline
• Following through consistently on the first three elements

Ch. 3 Leader Standard Work

• Ensure the process runs as designed, then improves the process
• Don’t spend time putting out fires, note interruptions and focus on addressing root cause
• Must be process-oriented

 

Ch. 4 Visual Controls

• Performance Tracking Charts: measure how process actually performed vs. expectations
• Be sure to note reasons for misses or gains
• Performance should be tracked across several different intervals
• Priority Boards: provides replenishment schedule for operators running equipment
• Visual Controls enforce discipline if updated regularly and used for corrective action
• Visual Controls are: timely, accessible, verifiable, customizable, less intimidating than other systems, “owned” by operators, and low cost.  Less visible and less accurate than IT systems.

 

Ch. 5 Daily Accountability Process

• Utilize visual controls to improve processes and implement changes
• Eliminate bottlenecks, don’t just recover
• Assessment, Assignment, Accountability
• Time saved using standard work should be used to improve processes

 

Ch. 6 The Sensei and Gemba Walks

Gemba Walking

• Gemba: the “real place”; where the work is being done.
• Gemba walks: regularly scheduled and fairly frequent. Method for setting and following up on expectations
• Should be used to teach others to always strive for process improvement
• Key point - Improvement should be cultural rather than from lean events.  Gemba walks are a method for reaching that.
• Gemba walks look for process focus, process improvement, leader visibility, labor planning, standard work, communication, 5S, consistent work time
• Entire Organization: Area for improvement

Ch. 7 Leading a Lean Operation

• Key leadership behaviors for a successful lean transition
• Passion for lean and potential for improvement, Discipline, project management orientation, lean thinking and an understanding of lean concepts, ownership of area, balance between lean ideas and technical details, balance production changes as well as  changes in management systems, work effectively with support groups,.
• Successful implementation of lean is a continuous process, requiring effective teaching and dogged attention to the process.

Ch. 8 Solving Problems and Improving Processes – Rapidly

• Focus of solving the root causes of problems rather than working around them to meet schedules.
• Utilize a structured problem solving process (pg. 124)
• Corrective actions must have an owner and must be time-bound
• Kaizen events can be very effective in making technical changes and training personnel to see with “lean eyes”, must be supported by lean management systems as well
• aka: SQS focus
• Support groups need to respond at a rate determined by takt time, however this doesn’t require organizational reorganizations

 

Ch. 9 People-Predictable Interruption; Source of Ideas

• People will continue to generate ideas if ideas are visible and implemented quickly
• Visual tracking board for employee suggestions
• Workers shouldn’t have time to implement these suggestions, must be done by team leader or supervisor
• Utilization of visual controls for labor qualifications, attendance, and rotational assignments can help organize and stabilize labor planning
• Make sure team members are in a position to succeed before disciplining
• Have team leaders take notes of behaviors that need to be corrected

 

Ch. 10 Sustain what you implement

• Discipline is the key to sustaining lean management
• Maintain leader standard work, visual controls, and daily accountability process
• Periodically assess status of your lean implementation
• Clarify goals, compare expected vs. actual performance in converting systems, ID areas to improve
• Make assessment process straight-forward and as easy as possible
• Focus on the process and how to improve it

 

 

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Pages          Question                                                                                

Chapter 1 – The Missing Link in Lean: The Management System
3-4                In the author’s opinion, should we be trying to change our culture or our management system?  Why?

5                   What is a typical reason for disappointing lean implementation results?

5                   What does a lean management system consist of?

9-11              What kinds of lean management behaviors are needed to support lean that are not present at your site now?

13                 Discuss the visible attributes of different cultures shown on page 13.  Do you have any lean attributes in place now?

16                 How many of the behaviors listed on page 16 occur at your site?  What wastes do they represent?

Chapter 2 – The Lean Management System’s Principal Elements
19                 In what 4 ways is the lean management system like the lean production system?

19-20            What are the principle elements of lean management?

Chapter 3 – Standard Work for Leaders
28-29            Are any of the leader standard work items listed on page 28-29 in place at your site now?  Are there any that you don’t understand why they standard work?

29                 What are the 2 primary responsibilities of leaders in a lean production environment?

33-34            How much of each function’s day should be governed by standard work?  Team/group leader?  Supervisor?  Operations Manager?

35                 How should a leader react to a task that was not completed, done out of sequence, or not on time?

36                 What is the author’s preference between lean training and standard work?  Why?  Do you agree?  Why or why not?

Chapter 4 – Visual Controls
41                 What is the purpose of visual controls?

43-44            Draw or explain an hour-by-hour production tracking chart.

48                 In a batch environment, how should expected vs actual performance be measured?

52-55            Explain a completion heijunka and heijunka status tracking chart.

59-60            What is the value of having visual signals for non-cyclical process tracking such as daily maintenance, preventive maintenance, cleaning, 5S, etc.?

62-65            What is the advantage of using simple visual controls instead of more sophisticated information technology?

Chapter 5 – Daily Accountability Process
69-70            What is the purpose of follow-up in lean management?

70                 What is lean management all about?

70-71            Explain the daily accountability process.

84                 What lesson(s) from the “Learning to Lead” article does the author apply to visual controls?

85                 Describe the “vacation paradox”.  What principle elements of lean management does this paradox support?

Chapter 6 – Learning Lean Management: The Sensei and Gemba Walks
91                 What endearing qualities should your sensei have?
                    
92                 What are some questions a student of lean should consider?

93                 Explain the idea of gemba.

Chapter 7 – Leading a Lean Operation
102-103        What are the 8 leadership behaviors to learn?

109               Why does a lean thinker welcome the appearance of interruptions, anomalies, and problems in their processes?

109-110        What is different about the lean thinker’s version of “ownership” than anyone else’s?

Chapter 8 – Solving Problems and Improving Processes - Rapidly
119               What are 3 additional principal elements of a lean management system?

119               What is different about the problem solving methodologies between batch and queue systems and lean systems?

124               What are 7 basic steps to structured problem solving?  Does this tool familiar to another lean tool?  Do you currently follow this process when work flow is interrupted?

124-125        Does this “Who Makes Improvement?” scenario sound familiar to you?  How would you like to see it change?

130-134        Describe the differences between your current rapid response system and the system described in the book.  Is your organization currently designed in such a way as to support the system described in the book?

Chapter 9 – People – Predictable Interruption; Source of Ideas
140               What are some of the advantages of job rotation?

150               What are some reasons for production people not buying into lean?

151               What are the first 5 questions that should be asked around problems in individual performance?

Chapter 10 – Sustaining What You Implement
157               What sustains the lean management system?

157-163        What can you do to make that easier?

Creating a Lean Culture by David Mann (2005, Productivity Press)