Lean Culture: Collected Practices and Cases Book

Introduction Part I: Building Support Chapter 1: Aggressive Management Builds a New Hartz Mountain Culture Chapter 2: The Ways to Win Hearts and Minds Chapter 3: Creating a New Culture Is Company's First Priority Chapter 4: Tips for Molding a Kaizen Culture Chapter 5: Employees Offer Suggestions When a Process Is in Place Chapter 6: Approach Is Key in Attempt to Make Union a Partner Chapter 7: The Really Tough Part: Selling Lean to the CEO Chapter 8: "Semi-Stealth" Strategy Turns Top Executives into Believers Part II: Staff Development Chapter 9: Plan to Increase Your Skills Inventory Chapter 10: Acquiring and Building Expertise Chapter 11: Plan Your Search Carefully to Get the Right Lean Leader Chapter 12: Improving Hiring Processes Saves Both Time and Money Chapter 13: Ten Critical Areas Where Supervisors Need Your Help with Culture Change Chapter 14: Structured Program Builds Skills of Team Leaders Chapter 15: Want a High-Level Job Here? You Better Learn Lean First Chapter 16: Plastics Firm's Lean Team Is Its Source of New Talent Part III: Sustaining Change Chapter 17: An Assessment Tool Tells You Whether Your Culture Is Lean Chapter 18: Nine Steps for Getting TPM Buy-In from Varied Groups Chapter 19: Frequent Feedback Fosters Changes in Company Culture Chapter 20: A Good Day of Production Begins with a Good Meeting Chapter 21: Compensation Helps Lean Pay Off Chapter 22: Incentives Should Be Based on Outcomes, Not Activities Chapter 23: Satisfaction Yields Improved Results Chapter 24: Integrate Your Improvement Methods if You Want Your Initiatives to Last Citations Index