Lean leadership on a napkin : an executive's guide to lean transformation in three proven steps / Ken Pilone.

Format:

Book

Author/Creator:

Pilone, Ken, author.

Language:

English

Subjects (All):

Leadership--Moral and ethical aspects.

Leadership.

Lean manufacturing--Management.

Lean manufacturing.

Physical Description:

1 online resource (174 pages)

Edition:

1st ed.

Place of Publication:

Boca Raton, FL : Routledge, Taylor & Francis Group, [2021]

Summary:

This very concise and straightforward book is aimed at top executives in virtually any industry who are either new to the concept of Lean and its benefits to them or who have stalled in their transformations and are trying to resurrect their momentum.The book is written in a style that mirrors a typical interaction with an executive across a table with a knowledgeable, experienced Lean coach/consultant. Its style and substance reflect what a candid and casual conversation would sound and feel like. The book includes simple hand-drawn images (thus the title Lean Leadership on a Napkin) to facilitate and simplify basic concepts as if a real dialogue was occurring in an informal setting.It assumes that the executives have a little or no previous knowledge of Lean methodologies or Lean Leadership but have awakened to the possibility of their promise to grow themselves and their enterprises dramatically. Most executives have little time for extensive reading or patience with "sales" presentations. Those same leaders will therefore appreciate the simple, uncluttered, and, above all, objective summary this book provides.The book breaks down the process of transforming the organization around Lean principles into three component transformational phases or steps, namely, Introduction, Integration, and Internalization (i.e., the I-3 strategy). Each phase includes critical factors to understand, do, and share as well as deep reflection questions to help leaders decide on an appropriate path forward for themselves as leaders and for their organizations. While the Integration and Internalization steps are introduced here, the primary focus of this work is on those critical issues arising in the early, Introduction, step.A unique advantage of this book is that it braids together four critical elements of success-Lean concepts/methodology, culture change, leadership, and business performance.Essentially, the reader will obtain a broad, basic, and solid understanding and leadership foundation about Lean, the leader's unique role in transformation, and confidence to make appropriate decisions about the how and if to proceed. In addition, it will offer a path forward by providing the reader with abundant resources and consulting support for those seeking to launch a Lean transformation.

Contents:

Cover

Half Title

Title Page

Copyright Page

Dedication

Contents

Foreword

Preface

Acknowledgments

1. In the Beginning

Some Background

A Word about Cultural Transitions

2. The Introduction Phase

Typical Dialogue

End of Dialogue #1

Story Time: Show Me Your Weed, Man!

And, While You Are at It, Think about This

3. What Do I Need to Know about Lean Leadership?

Humble Beginnings

Back to History…

Little Known Fact: What's in a Name?

Story Time: Getting Dirty

Little Known Fact: Unscathed by WWII-Almost.

Little Known Fact: Mustache Man

Shifting Market Demand

Story Time: The GM and Toyota Partnership

Enter NUMMI

4. Lean Speak-Do I Need to Learn Japanese?

Common Lean Terminology

Story Time: How Much of Your Job Is Waste?

Let's Dig a Little Deeper into Value Streams

Value Streams and Christmas Lights

5. Common Lean Tools

The A3

Random Thought: The Wit and Genius of Abraham Lincoln

Box 1: Background

Box 2: Current State

Box 3: Future State

Box 4: Analysis

Let's Look at Each Bone Separately

Box 5: Proposal

Box 6: Plan

Example

Box 7: Follow-Up

Andon (Light or Signal Board)

Story Time: The Lost Screw

History Lesson

Poka Yoke

Story Time: How Did This Happen?

Kamishibai Boards

5S

Standard Work

X Matrix

Spaghetti Diagram

6. The Two Pillars of a Lean Culture

Pillar #1: Respect for People!

Random Thought

Random Thought: On Blue-Footed Boobies and Flying Fish

Let's Look at This Another Way…

Story Time: The Lone Cypress

The Secret Sauce

Discretionary Effort

Effort vs. Leadership Attention

Reflection Question: So, What's Left of Your Attention for the Average Workers?

Random Thought: The Opposite of Love Is?

The Moral of the Story

Story Time: Hurricane Sandy.

Pillar #2: Continuous Improvement (Kaizen)

Reflection Questions

7. What Key Principles Drive a Lean Culture?

Key Principle #1: Keep It Simple

Story Time: The Power of Simplicity

Key Principle #2: Humility

Key Principle #3: Zero Defects "Mentality"

Upper Left Box

Right Work Right (RR): The Golden Zone!

Upper Right Box

Right Work Wrong (RW) on the Right Track But Needs Improvement

Lower Left Box

Wrong Work Right (WR): A Trap! Improvements Made Here Are a Wasted Effort

Lower Right Box

Wrong Work Wrong (WW): STOP NOW! Trash- Poor Quality of No Value

Story Time: Meaningless Pursuit of Perfection

Key Principle #4: Add Value to Your Customer

Story Time: What Business Are We REALLY In?

An Example

Other Things to Think About

Where Does 'Value Creation' Really Come From?

The Missing Middle

Key Principle #5: Visual Management (VM)

Learning from Surfers

Some Questions

Key Principle #6: Make Problems Visible

Creating a 'Problems First' Mentality

Story Time: Fail Faster Than Your Competition

Story Time: First Learn the Rules

Then Break Them

My Recommendations

Key Principle #7: Maintain a Long-Term Perspective

Key Principle #8: Simplicity

A Hypothetical …

On Baseball and Bureaucracy

8. How Will Lean Leadership Affect Me Personally?

A Word about Personality

Two Different Approaches to Lean Leadership Transformation

Another Way to Think about This

On the Other Side of the Coin …

Random Thought: Why Do People Get Shorter and Shorter by the Day?

Story Time: Why Do You Hate That Guy?

9. Key Lean Leader Behaviors

So …

Will We Make It?.

Two Strategies

Two Different Ways to Plan

10. What's the One Thing?

Story Time: What Can Curly Teach Us?

Where's the Key Log?

Building an Operating System

Daily Management

11. What's Next?

Keeping It Real

Random Thought: I Can See Things That Don't Exist

A Slow Ride to Nowhere

Decision Time

Random Thought: Who Needs Brakes?

12. A Sneak Preview into Part 2-Integration

Random Thought: What's Happening to Me?

Your Role in Leading Change

Random Thought: Cement Mixers

Key Functions and Relationships to Develop

HR

10 Specific Questions You'll Need to Address with HR

Manufacturing and Other Front-Line Employees

Engineering and Design

Story Time: After the Echo

Quality

Supply Chain

Story Time: Toyota and the Canadian Pacific Railway (CPR)

Random Thought: Howdy Pardner!

Finance and Accounting

Sales and Marketing

Story Time: Watch Your Customers!

Industry-Specific Notes

Healthcare: Acute

Healthcare: Ambulatory

Construction

Story Time: Planned Rework? What?

Law Enforcement

Story Time: In the Jailhouse

13. Some Great Resources

Forums and Seminars

Consultants

Some Professional Forums

Mailing Lists and Memberships

Partial Reading List

Articles

Index.

Notes:

Description based upon print version of record.

Description based on publisher supplied metadata and other sources.

Description based on print version record.

ISBN:

9781003203384

1003203388

9781000433951

1000433951

OCLC:

1262373814