Working Great!Udgave 1

Significant sustained Lean success depends almost solely on leaders and the culture they foster. No doubt some area-specific and short-term gains can be realized via a top-down, tools-based approach. But broad, ongoing and organic improvement that is embraced by almost all employees requires a unique environment, one carefully defined and nurtured by leaders.

Unfortunately, many leaders and managers embark on their Lean initiative with a focus on tools either observed during a benchmarking tour, disclosed during a short symposium presentation, or peddled by their chosen Lean partner. They are ill-equipped to understand the critical behavior and attitude changes that will be required of them and their staff to sustain tools-based improvements and, more importantly, to effectively promote and harvest employees’ innovation to remove waste.

Working Great! provides an overview of a successful Lean journey. Just as a would-be traveler consults a travel brochure and websites prior to reserving a seat on a given vacation tour, this book provides potential Lean leaders with an overview prior to embarking on a Lean initiative. And unlike purely promotional materials, Working Great! provides an honest, culture-first assessment of Lean with an emphasis on the leaders’ responsibilities for a successful mission – and the information required to determine if they and their organization are up for the journey.

Working Great! gives readers:

• A clear understanding of the relative importance and relationship between culture and tools for lasting Lean success
• Advice on various key strategic decisions such as choosing an external consultant and an internal coordinator
• Lessons to help take the mystery out of culture
• A heavy emphasis on specific critical leadership behaviors which support the desired culture
• Suggestions for selecting new employees and, more importantly, supervisors that will thrive in a Lean environment
• Recommendations for effectively "rounding" on employees; a vital habit for Lean leaders
• An appreciation for the importance of – and tools to aid in – prioritizing and managing personal time as leaders shift their focus to building a Lean organization (including the significance of time off)
• Information on how various Lean tools support a Lean culture and are not a destination in themselves
• Case studies to describe realistic aspirations and to provide inspiration and encouragement during inevitable setbacks