Book: "Creating a Lean Culture" New Edition

(Productivity Press: New York) -- Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition, by David Mann (Productivity Press, 2010) provides the critical piece that will make any lean transformation a dynamic continuous success. It shows how to implement a transformation that cannot fail by developing a culture that will have all of your stakeholders involved in the process and invested in the outcome. It will teach you how to build 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 where you should start and finish and start again.

Now empowered with five more years of accumulated knowledge and experience, David Mann’s seminal work:

• Offers new guidance on how to begin implementing lean management in discrete manufacturing, office, health care, and process manufacturing environments
• Details specifics on how to engage executives through gemba walks
• Shows the difference between measuring improvement through results and through processes
• Adds new case studies throughout the book
• Expands the lean management assessment based on actual use, and now offers two versions (both available online) one for manufacturing and one for administrative, technical, and professional settings

“The new insights included in this second edition of Creating a Lean Culture, affirm our examiners recommendations in 2006 to recognize this original work with the [Shingo] Research and Professional Publication Award," says Robert D. Miller, executive director of The Shingo Prize for Operational Excellence.

During the author’s 21-year career with Steelcase, Mann developed and applied the concepts of a lean management system. In his service with the company, he supported more than 40 lean manufacturing value stream transformations, which he developed; and for five years led an internal team that completed more than 100 successful lean projects regarding product development and business process conversions that reduced total cycle time, process time, and rework each by an average of 50 percent.

Mann’s teaching and coaching experience includes lean transformation in manufacturing, enterprise business processes, and health care organizations. His practice includes implementation and management of lean programs, troubleshooting stalled lean initiatives, and frequent training and speaking engagements on lean management. Mann currently serves clients in discrete and process manufacturing, energy, health care, technology, higher education, as well as enterprise business processes.

Mann is a faculty member and a consultant of ValuMetrix Services—lean consulting on process excellence—for Ortho-Clinical Diagnostics, a Johnson and Johnson’s company. He serves on the faculty at Ohio State University and OSU’s center for operational excellence in the operations management program. Mann is a Shingo Prize examiner, an assessor for the Honda Lean Network, and a member of the Lean Transformation Advisory Board for St. Mary’s Healthcare in Grand Rapids, in Michigan. He is an invited contributor and an editor of health care publications such as Frontiers of Health Services Management, and the Association for Manufacturing Excellence’s publication, Target. Mann is an organizational psychologist, earning his Ph.D. at the University of Michigan in 1976. For more information, visit www.dmannlean.com.

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