The Missing Link in Lean: The Management System. Lean Management System’s Principal Elements. Standard Work for Leaders. Visual Controls. Daily Accountability Process. Lean in Administrative, Technical, and Professional Work. Learning Lean Management: The Sensei and Gemba Walks. Being the Sensei: Engaging Your Executives in the Lean Initiative. Leading a Lean Operation. Solving Problems and Improving Processes—Rapidly. People—Predictable Interruption, Source of Ideas. Sustain What You Implement.
David Mann is the author of Creating a Lean Culture: Tools to Sustain Lean Conversions. The book was awarded the Shingo Prize for Operational Excellence in 2006 and has become a best-seller in its field. It has been translated into Chinese, Polish, Portuguese, Russian, Spanish, and Thai.
In 15 years of Lean experience at Steelcase, Inc., Mann developed and applied the concepts of a Lean management system supporting 40+ Lean manufacturing value stream transformations, and led an internal consulting team that supported over 100 successful Lean enterprise business process value stream conversions. He established a Lean consulting practice in 2005 and retired from Steelcase in 2009.
Mann’s consulting, teaching, and coaching experience includes Lean transformation in manufacturing, enterprise business processes, and healthcare organizations. His practice includes clients in healthcare, mining and energy, discrete and process manufacturing, technology, food processing, and enterprise business processes.
Mann is a frequent consultant trainer and speaker on Lean leadership and management, a Shingo Prize examiner, and a faculty member in management science at the Fisher College of Business, the Ohio State University. Mann is an organizational psychologist, earning his Ph.D. at the University of Michigan in 1976. He lives in West Michigan with his wife, a retired criminal prosecutor. They have two daughters. For more information, visit www.dmannlean.com or contact him at dmann@dmannlean com.
"This book became an instant classic in the literature of
professional operations. In this third edition, David Mann updates
and expands his teaching with five additional years of valuable
experience and expertise derived from his very active,
multi-industry consultancy. I have benefitted greatly from his
writing and wholeheartedly recommend this book to be top-of-the
desk of any serious Lean practitioner or performance transformation
leader."
— Raymond C. Floyd, two-time Shingo Prize Winner, President and
CEO, Plasco Energy Group"David Mann builds substantially on his
seminal work on the Lean management system. The book is full of new
insight and polishes the most important ideas about Lean
management. The new chapter on engaging executive leadership alone
is worth the price of the book."
— Peter Ward, Richard M. Ross Professor and Chair, Department of
Management Science, Fisher College of Business, The Ohio State
University
"This book has long been my ‘go-to’ guide on Lean management
practices that help create a culture of continuous improvement and
excellence. I have recommended the book to countless healthcare
leaders who rave about how helpful it is in translating Lean
principles into daily management behaviors. The healthcare examples
make it even more relevant as a must read for any hospital leader
who aims to move beyond Lean tools.."--- Mark Graban, author of
Lean Hospitals, co-author of Healthcare Kaizen and The Executive
Guide to Healthcare Kaizen
"As more companies outside the manufacturing sector pursue Lean
transformations, Creating a Lean Culture is as critical a resource
as ever. Breaking down silos and navigating tricky internecine
politics remain a momentous challenge, and Mann’s case-based
insights are an invaluable tool."
— Peg Pennington, Executive Director, Center for Operational
Excellence, Fisher College of Business, The Ohio State
University
"David has once again taken the topics that trip us up and put
structure and guidance around them. His new work on executive
involvement is worth the price of the book all by itself. Many of
us have struggled with this topic and David provides a path to
success."
— Elizabeth M. King, Vice President Organizational Effectiveness,
ESCO Corporation
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