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Creating a Lean Culture: Tools to Sustain Lean Conversions, 2nd Edition, Mann
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“Never read. No writing or highlighting. No bent pages.”
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Libro en perfecto estado y poco leído. La tapa no tiene desperfectos y si procede, con sobrecubierta para las tapas duras. Incluye todas las páginas sin arrugas ni roturas. El texto no está subrayado ni resaltado de forma alguna, y no hay anotaciones en los márgenes. Puede presentar marcas de identificación mínimas en la contraportada o las guardas. Muy poco usado. Consulta el anuncio del vendedor para obtener más información y la descripción de cualquier posible imperfección.
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Ubicado en: Sanford, Michigan, Estados Unidos
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Entrega prevista entre el sáb. 11 oct. y el jue. 16 oct. a 94104
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N.º de artículo de eBay:186036420084
Última actualización el 13 oct 2023 14:10:38 H.EspVer todas las actualizacionesVer todas las actualizaciones
Características del artículo
- Estado
- Como nuevo
- Notas del vendedor
- “Never read. No writing or highlighting. No bent pages.”
- Subject
- LEAN, Organizational Effectiveness, Industrial Efficiency, Organizational Change, Corporate Culture
- ISBN
- 9781439811412
Acerca de este producto
Product Identifiers
Publisher
Productivity Press
ISBN-10
1439811415
ISBN-13
9781439811412
eBay Product ID (ePID)
71881967
Product Key Features
Number of Pages
320 Pages
Language
English
Publication Name
Creating a Lean Culture : Tools to Sustain Lean Conversions
Publication Year
2010
Subject
Organizational Behavior, Industrial Management, Management, Organizational Development, Quality Control
Type
Textbook
Subject Area
Business & Economics
Format
Trade Paperback
Dimensions
Item Height
0.8 in
Item Weight
23.2 Oz
Item Length
10 in
Item Width
7.1 in
Additional Product Features
Edition Number
2
Intended Audience
Scholarly & Professional
LCCN
2009-043561
Reviews
"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 Research and Professional Publication Award." -Robert D. Miller, Executive Director, The Shingo Prize for Operational Excellence 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. , "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 Research and Professional Publication Award." --Robert D. Miller, Executive Director, The Shingo Prize for Operational Excellence 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., "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 Research and Professional Publication Award." -Robert D. Miller, Executive Director, The Shingo Prize for Operational ExcellencePraise for the First EditionDavid 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, LLCThe 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 ExcellenceMann'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., Praise for the First EditionDavid 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, LLCThe 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 ExcellenceMann'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., "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 Research and Professional Publication Award." eeeeeeee e"Robert D. Miller, Executive Director, The Shingo Prize for Operational Excellence 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., "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 Research and Professional Publication Award." --Robert D. Miller, Executive Director, The Shingo Prize for Operational Excellence 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. , "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 Research and Professional Publication Award." "Robert D. Miller, Executive Director, The Shingo Prize for Operational Excellence 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.
Dewey Edition
22
Illustrated
Yes
Dewey Decimal
658.401
Edition Description
New Edition,Revised edition
Synopsis
Winner of a Shingo Research and Professional Publication Award The new and revised edition of this modern day classic provides the critical piece that will make any lean transformation a dynamic continuous success. It shows you how to implement a transformation that cannot fail by developing a culture that will have all 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. Praise for the First Edition of the Shingo Prize Winning International Bestseller. . . ... 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 . . . reprinted seven times 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 . . . now being translated into Russian, Thai, and Chinese... Mann's book is an excellent start toward Lean Leadership as 'process-dependent' rather than 'person-dependent' in style. --Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing Now empowered with five more years of accumulated knowledge and experience, David Mann's seminal work: Offers new insights on applications of lean management in administrative, technical, and professional environments Provides new guidance on how to begin implementing lean management in discrete manufacturing, office, 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 Expands the lean management assessment based on actual use, and now offers up two separate versions (both available online) one for manufacturing and one for administrative, technical, and professional settings *In a gemba walk , a teacher, or sensei, and student walk the production floor. The teacher asks the student to tell what he or she sees and, depending on the answer, asks more questions to stimulate the student to think differently about what is in front of him or her. This includes learning to see what is not there...Gemba walks often include assignments to act on what the student has come to see. ..., Winner of a Shingo Research and Professional Publication Award The new and revised edition of this modern day classic provides the critical piece that will make any lean transformation a dynamic continuous success. It shows you how to implement a transformation that cannot fail by developing a culture that will have all 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. Praise for the First Edition of the Shingo Prize Winning International Bestseller. . . ... 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 . . . reprinted seven times 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 . . . now being translated into Russian, Thai, and Chinese... Mann's book is an excellent start toward Lean Leadership as 'process-dependent' rather than 'person-dependent' in style. --Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing Now empowered with five more years of accumulated knowledge and experience, David Mann's seminal work: Offers new insights on applications of lean management in administrative, technical, and professional environments Provides new guidance on how to begin implementing lean management in discrete manufacturing, office, 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 Expands the lean management assessment based on actual use, and now offers up two separate versions (both available online) one for manufacturing and one for administrative, technical, and professional settings *In a gemba walk, a teacher, or sensei, and student walk the production floor. The teacher asks the student to tell what he or she sees and, depending on the answer, asks more questions to stimulate the student to think differently about what is in front of him or her. This includes learning to see what is not there...Gemba walks often include assignments to act on what the student has come to see. ...
LC Classification Number
HD58.9.M365 2010
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