Books of Interest
Creating a Lean Culture: Tools to Sustain Lean Conversions, David Mann, Productivity Press, 2005. Substantively explores and explains the why and how of the lean management system, including the four basic elements of: 1) leader standard work, 2) visual controls, 3) daily accountability process, and 4) discipline. Kaizen event gains cannot be sustained without these elements.
Follow the Learner: The Role of a Leader in Creating a Lean Culture, Dr. Sami Bahri, DDS, Lean Enterprise Institute, 2009. The author describes his personal lean leader journey and that of his organization as they learn lean by studying, and most importantly doing. Here the gemba is a dental practice.
Gemba Kaizen: A Commonsense, Low-Cost Approach to Management, Misaaki Imai, McGraw-Hill, 1997. Imai's follow-on work to his seminal book, Kaizen: The Key to Japan's Competitive Success. Gemba Kaizen reviews kaizen concepts and discusses a number of topics including: plan-do-check-act and standardize-do-check-act thinking, gemba-based and corporate kaizen, roles and responsibilities and a variety of case studies.
Leading Change, John P. Kotter, Harvard Business School Press, 1996. Masterfully and simply lays out the pitfalls of change management and prescribes an 8 stage process for successfully leading change. This is not specifically a �lean� book, but that doesn't matter. Lean transformation is about change.
Lean Thinking: Banish Waste and Create Wealth in Your Corporation, James P. Womack and Daniel T. Jones, Simon & Schuster, 1996. After The Machine that Changed the World, one of the seminal books on Lean. This book demonstrates, with real-life examples, the five steps of: 1) specifying value, 2) mapping the value stream(s), 3) making value flow at, 4) the pull of the customer, and 5) constantly pursuing perfection. Lean Thinking also explores the imperatives and dynamics of cultural/organizational transformation.
The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, Jeffrey K. Liker, McGraw-Hill, 2004. Beyond the familiar rehash of TPS tools and techniques, this book examines Toyota's transformative lean management approach and its synergistic combination of long-term philosophy, processes, people and problem solving.
Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System, Durward K. Sobek II and Art Smalley, Productivity Press, 2008. Provides the theory and thinking behind A3's as well as how to prepare and use them. Three types of A3 reports are covered: 1) problem-solving, 2) proposal, and 3) status.