Questions About This Book?
- The eBook copy of this book is not guaranteed to include any supplemental materials. Typically only the book itself is included.
The new edition of this Shingo Prize winnining international bestseller shows you how to implement a Lean transformation that really works by developing a culture that builds 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 the book you must read.
Improved throughout, this new edition offers new guidance on Lean management in discrete manufacturing, office, and process manufacturing environments, provides specifics on engaging executives through Gemba walks and offers several new case studies as well as invaluable lessons that David Mann has learned since the first edition went to print.
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.