Lean Implementation: Applications and Hidden Costs

Cover -- Half Title -- Series Editor -- Title Page -- Copyright Page -- Table of Contents -- Preface -- About the Author -- 1: Lean Thinking -- 1.1 Introduction -- 1.2 Attributes of a Lean Organization -- 1.2.1 Know Your Customer -- 1.2.2 Respect for People -- 1.2.3 Management Make Decisions Focusing on the Long-Term Value as Opposed to the Now -- 1.2.4 Create a Culture That Will Allow Workers to Feel Empowered and Free to Bring Problems to Management's Attention As Soon As They Arise -- 1.2.5 A Continual Focus on Continuous Improvement -- 1.2.6 Maintain a Focus on Quality Continuously -- 1.2.7 Avoid Overproduction (Use a Pull System) -- 1.2.8 Develop Leaders Who Are Inquisitive, Leaders Who Walk the Talk on a Daily Basis, and Are Worker Friendly -- 1.2.9 Develop a Process That Can Monitor Performance As Well As Locate Improvement Areas -- 1.2.10 Develop a Culture That Embraces a Learning Organization Philosophy -- 1.3 Why Go Lean? -- 1.4 Delivering Customer Value -- 1.5 Defining the Waste Stream -- 1.6 Actions That Create Flow -- 1.7 Produce What Is Used by the Customer and Avoid Overproduction -- 1.8 Seek Perfection to Achieve Continuous Improvement -- 1.9 Overview of Lean Tools -- 1.9.1 Value Stream Mapping -- 1.9.2 Six Sigma and Lean -- 1.10 Staying Lean -- 1.11 Summary -- 2: Lean Thinking Leadership Team -- 2.1 Introduction -- 2.2 Leadership Responsibilities in Organizations -- 2.2.1 Vision Tenet -- 2.2.2 People Tenet -- 2.2.3 Strategy Tenet -- 2.2.4 Decision Tenet -- 2.3 Followership and Leadership Roles -- 2.4 Qualities of a Good Leader -- 2.4.1 A Good Leader Is Confident -- 2.4.2 A Good Leader Acts with Purpose -- 2.4.3 A Good Leader Demonstrates Exemplary Character -- 2.4.4 A Good Leader Is Enthusiastic -- 2.4.5 A Good Leader Is Focused

2.4.6 A Good Leader Is Able to Build and Retain Good Relationships -- 2.4.7 A Good Leader Is Committed to Continuous Improvement and Excellence -- 2.5 Lean Thinking Behaviors -- 2.6 Walking the Talk -- 2.7 Leadership Styles -- 2.8 The Influential Leader -- 2.9 The Accountable Leader -- 2.10 The Lean Thinking Leadership Team -- 2.11 Summary -- 3: Lean Culture -- 3.1 Introduction -- 3.2 What Is a Lean Culture? -- 3.2.1 Practices -- 3.2.2 Behavior -- 3.2.3 Values -- 3.2.4 Symbols and Languages -- 3.2.5 Assumptions and Perceptions -- 3.2.6 Lean Thinking -- 3.3 Subcultures -- 3.4 Establishing a Culture of Change -- 3.5 Change Management -- 3.6 Supervisor's Role in Change Management -- 3.7 Assessing Culture -- 3.8 Document Review -- 3.9 Conducting the Survey -- 3.10 Focus Group and Individual Interviews -- 3.11 Shaping Culture -- 3.11.1 Communication between Workers and Management -- 3.11.2 Fostering Trust from Within -- 3.11.3 Consistency in Actions and Reactions -- 3.11.4 Human Resource Policies and Practices -- 3.11.5 Management Time in the Work Area -- 3.11.6 Delegate Lower Level Decisions -- 3.11.7 Employee Involvement -- 3.11.8 Leadership Charting the Way -- 4: Employee Engagement in a Lean Culture -- 4.1 Introduction -- 4.2 Defining Employee Engagement -- 4.3 Emotional Connection in the Workplace -- 4.4 Employee Engagement Impacts and Benefits -- 4.5 Improved Morale -- 4.6 Employee Engagement and Increased Productivity -- 4.7 Team Cohesion -- 4.8 Innovation and Engaged Employees -- 4.9 Higher Level of Trust Contributes to Engagement -- 4.10 The Actions of an Engaged Leader -- 4.11 Communication Strategy -- 4.12 Human Resource Policies and Practices -- 4.13 Evaluating Employee Engagement -- 4.13.1 Employee Engagement Surveys -- 4.13.2 Focus Group Discussions: Employee Engagement -- 4.14 Summary

5: Succession Planning Strategy in a Lean Environment -- 5.1 Introduction -- 5.2 What Is Succession Planning? -- 5.3 Developing a Succession Planning Strategy -- 5.4 What Does a Good Succession Strategy Look Like? -- 5.4.1 Identify Key Positions -- 5.4.2 Identify Positions That Are Hard to Fill -- 5.4.3 Identify Key Competencies -- 5.4.4 Identify Candidates -- 5.4.5 Internal Candidate Communication -- 5.4.6 Conduct Skill Gap Analysis -- 5.4.7 Define and Implement Training Plan -- 5.5 Promoting from Within -- 5.6 Knowledge Gathering and Retention -- 5.7 Continuing Education -- 5.8 Succession Planning in a Lean Environment -- 5.9 Summary -- Reference -- 6: Talent Management and Retention and the Hidden Costs -- 6.1 Introduction -- 6.2 What Is Talent Management? -- 6.3 Balancing Employee Needs with Organizational Demands -- 6.4 The Value of a Flexible Workforce -- 6.5 Knowledge Retention and Transfer -- 6.6 Employee Retention Strategy -- 6.6.1 Employee Recognition -- 6.7 Talent Care -- 6.8 Why Do Employees Leave Their Companies? -- 6.8.1 Relationship with the Supervisor -- 6.8.2 Incompetent Leadership -- 6.8.3 Lack of Challenging and Meaningful Work -- 6.8.4 Lack of Career Growth and Advancement Opportunities -- 6.8.5 Comparable Pay Does Matter -- 6.9 Why Do Employees Stay with Their Organization? -- 6.9.1 The Impact of Meaningful and Satisfying Work -- 6.9.2 Trust in the Leadership Team and Its Impact -- 6.9.3 Career Growth in a Learning Environment -- 6.9.4 Fair Pay and Benefits -- 6.9.5 Feeling of Value -- 6.9.6 Supportive Management -- 6.10 Summary -- 7: Employee Development and the Hidden Cost -- 7.1 Introduction -- 7.2 Why Train? -- 7.3 The Role of the Leadership Team -- 7.4 Training Needs Analysis -- 7.5 Training Delivery Methods -- 7.5.1 Classroom Training -- 7.5.2 On-the-Job Training -- 7.5.3 Mentoring

7.5.4 Job Rotation -- 7.5.5 Coaching -- 7.5.6 Shadowing -- 7.6 Training Constraints in Lean Environments -- 7.7 Continuing Education -- 7.8 Knowledge Management -- 7.9 Learning Culture -- 7.10 Assessing the Effectiveness and Quality of a Training Program -- 7.11 Summary -- 8: Environment Health and Safety in a Lean Environment -- 8.1 Introduction -- 8.2 Components of Corporate Environment Health and Safety Program -- 8.2.1 Environmental Protection -- 8.2.2 Worker Safety and Health -- 8.2.3 Environmental Health and Safety Training -- 8.2.4 Health and Medical Services -- 8.2.5 Radiation Safety Program -- 8.3 Eliminating Waste through Compliance -- 8.4 The Role of an Effective Environment Health and Safety Program -- 8.5 Environment Health and Safety Programs Value Proposition -- 8.6 The Reality of Workforce Perception -- 8.7 The Real Cost of Accidents -- 8.8 Applying Lean Principles and Application to an EH & S Program -- 8.9 The Synergy between Lean and Health and Safety Programs -- 8.10 Lean Tools Usage -- 8.11 Summary -- 9: Implementation Pitfalls and Hidden Costs -- 9.1 Introduction -- 9.2 What Are Pitfalls and Hidden Costs? -- 9.3 A Project Management Approach to Lean -- 9.4 Organizational Alignment -- 9.5 Why Lean Fails? -- 9.5.1 Performance Metrics -- 9.5.2 Retention of Staff in a Lean Environment -- 9.6 Minimizing Risk through Lean -- 9.7 The Impact of Trust on Costs and the Pitfalls of Lean Implementation -- 9.8 The Impact of Culture -- 9.8.1 The Role of Subcultures -- 9.9 Lean Procurement -- 9.10 Hidden Costs Are Multifaceted -- 9.11 Capturing the Actual Cost of Lean -- 9.12 Summary -- 10: Lean Implementation Case Study -- 10.1 Introduction -- 10.2 The Project Description -- 10.3 Identification and Quantification of the Problem -- 10.3.1 Brainstorming -- 10.3.2 Process Mapping -- 10.3.3 Worker Interviews

10.3.4 Job Hazard Analysis -- 10.3.5 Work Observation -- 10.4 Benchmarking and Technology Selection -- 10.5 Conducting the Pilot -- 10.5.1 Implementation of Technology to Reduce Risk in Conducting Chemical Inventories: A Case Study -- 10.6 Lean Thinking Leadership -- 10.6.1 Strategic Thinking Leadership -- 10.6.2 People Oriented and Relationship Builder -- 10.6.3 Pulse of the Customer -- 10.6.4 Seeking Perfection Always -- 10.7 Employee Engagement and Training -- 10.8 Regulatory Impact -- 10.9 Environment, Health, and Safety Aspects -- 10.10 The People Aspects of Implementation -- 10.11 Case Study Implementation Pitfalls and Hidden Costs -- 10.12 Summary -- 11: Evaluation Resource Packet -- Index