000			07336cam a2200589Mu 4500
001			9781003186090
003			FlBoTFG
005			20240213122832.0
006			m o d
007			cr cnu---unuuu
008			221217s2022 xx o ||| 0 eng d
040			_aOCoLC-P _beng _cOCoLC-P
020			_a1000783499
020			_a9781003186090 _q(electronic bk.)
020			_a1003186092 _q(electronic bk.)
020			_a9781000783483 _q(electronic bk. : PDF)
020			_a1000783480 _q(electronic bk. : PDF)
020			_a9781000783490 _q(electronic bk.)
024	7		_a10.4324/9781003186090 _2doi
035			_a(OCoLC)1355216830
035			_a(OCoLC-P)1355216830
050		4	_aTS155
072		7	_aBUS _x070050 _2bisacsh
072		7	_aBUS _x041000 _2bisacsh
072		7	_aBUS _x087000 _2bisacsh
072		7	_aKND _2bicssc
082	0	4	_a658.4013
100	1		_aProtzman, Charles.
245	1	0	_aSustaining Lean _h[electronic resource] : _bCreating a Culture of Continuous Improvement.
260			_aMilton : _bProductivity Press, _c2022.
300			_a1 online resource (262 p.).
490	1		_aBASICS Lean® Implementation Ser.
500			_aDescription based upon print version of record.
505	0		_aCover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Dedication -- Contents -- Acknowledgments -- About the Authors -- Introduction -- 1. BASICS® Model: Sustain -- Creating the Lean Culture-What It Means to Have a Lean Culture -- Check and Sustain-Organizational Dissemination of Lean -- Understand What a Lean Culture Looks Like: The People Piece: The Hidden Potential in Your Organization -- Lean Culture Path Is Difficult and Always a Work in Process -- Importance of the 50% People Piece -- People versus Task: We Need a Balance -- Vision -- Organizational Value Systems
505	8		_aCompany X Way -- Pearls of Advice -- Managing Resistance to a Lean Culture Change -- Lean Culture Assessment -- Assessment Issues and Discussion -- Motivation and Continuous Improvement -- Managers in the Way of Customers -- High-Level Steps to Implementing a Lean Culture -- Lean Infrastructure -- Barriers to Continuous Improvement -- Transitional Implementation Barriers -- Work to Sustain and Improve with Lean -- How Do You Get the CEO on Board? -- Lean in County Government -- Committing the Right Resources to Sustain -- Human Resources and Lean -- Sustaining the Continuous Improvement Culture
505	8		_aBuilding Blocks of a Lean Culture -- Make Sure Your Organization Is Ready -- Visual Controls -- Standard Work -- Leader Standard Work -- Twelve Questions of Leader Standard Work -- Insist on Updating Standard Work -- Titles Tend to Get in the Way -- Additional Sustaining Tools -- Repeat the Cycle -- Do Not Reward Workarounds -- Accountability -- The Paranoid Syndrome -- Do Not Let Lean Turn into Finance-Driven Labor Witch Hunts -- Do Not Encourage the Victim Syndrome -- Lean Implementation -- Give Lean System Implementation Time to Work before Trying to Change the Underpinnings
505	8		_aAuditing Standard Work Using Ten-Cycle Analysis -- The Operators Are the Stars -- Lean and Its Impact on Your Job -- Role Clarity and Distributing the Work through Workload Balancing -- Time Management and the Fires -- Problems with Behaviors -- Understanding Employee Satisfaction -- Journey of a Lean Sensei with a Star Wars® Analogy -- Discipline -- One-Word Descriptions from Brainstorming Vision Classes -- Field of Dreams Analogy -- Beyond Lean -- Chapter Questions -- Exercises -- Notes -- Additional Readings -- 2. Developing the Lean Leader -- Part I: Lean Executive Leader
505	8		_aCultural Transformations -- Leveraging External Consultants -- Change Agents -- We Must Stay Customer Focused -- Been There, Done That -- The High Cost Plant -- Competitive Advantage -- Define Reality for the Lean Initiative -- Lean Culture Begins with Communication -- Lean Transformation -- The Lean Story -- Managing Communication -- Working with Leaders -- Setting Up Systems -- Measurement -- Reward and Recognition -- Communication and Involvement -- Skills and Knowledge -- Enjoying the Value -- Barrier Removal -- Resources and Accountability -- You Should Be Where the Action Is
500			_aBeware of Lean Project Overload
520			_aLean is about building and improving stable and predictable systems and processes to deliver to customers high-quality products/services on time by engaging everyone in the organization. Combined with this, organizations need to create an environment of respect for people and continuous learning. It's all about people. People create the product or service, drive innovation, and create systems and processes, and with leadership buy-in and accountability to ensure sustainment with this philosophy, employees will be committed to the organization as they learn and grow personally and professionally. Lean is a term that describes a way of thinking about and managing companies as an enterprise. Becoming Lean requires the following: the continual pursuit to identify and eliminate waste; the establishment of efficient flow of both information and process; and an unwavering top-level commitment. The concept of continuous improvement applies to any process in any industry. Based on the contents of The Lean Practitioners Field Book, the purpose of this series is to show, in detail, how any process can be improved utilizing a combination of tasks and people tools and introduces the BASICS Lean concept. The books are designed for all levels of Lean practitioners and introduces proven tools for analysis and implementation that go beyond the traditional point kaizen event. Each book can be used as a stand-alone volume or used in combination with other titles based on specific needs. Each book is chock-full of case studies and stories from the authors' own experiences in training organizations that have started or are continuing their Lean journey of continuous improvement. Contents include valuable lessons learned and each chapter concludes with questions pertaining to the focus of the chapter. Numerous photographs enrich and illustrate specific tools used in Lean methodology. Sustaining Lean: Creating a Culture of Continuous Improvement focuses on standard work audits, training, Lean Practitioner certification, Hoshin planning, Lean Leadership, and how to run effective meetings. The authors discuss the cultural transformation which must occur to create a Lean culture by understanding what the components are in this culture. The importance of training and the value of the person are also discussed, as is what it takes to be a Lean leader.
588			_aOCLC-licensed vendor bibliographic record.
650		0	_aLean manufacturing.
650		0	_aOrganizational effectiveness.
650		7	_aBUSINESS & ECONOMICS / Industries / Manufacturing Industries _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Management _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Production & Operations Management _2bisacsh
700	1		_aWhiton, Fred.
700	1		_aKerpchar, Joyce.
830		0	_aBASICS Lean® Implementation
856	4	0	_3Taylor & Francis _uhttps://www.taylorfrancis.com/books/9781003186090
856	4	2	_3OCLC metadata license agreement _uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
999			_c5997 _d5997