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      Book

      Starting Lean from Scratch
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      Book

      Starting Lean from Scratch

      DOI link for Starting Lean from Scratch

      Starting Lean from Scratch book

      A Senior Leader’s Guide to Beginning and Steering an Organizational Culture Change for Continuous Improvement

      Starting Lean from Scratch

      DOI link for Starting Lean from Scratch

      Starting Lean from Scratch book

      A Senior Leader’s Guide to Beginning and Steering an Organizational Culture Change for Continuous Improvement
      ByBrent D. Timmerman
      Edition 1st Edition
      First Published 2019
      eBook Published 15 May 2019
      Pub. Location New York
      Imprint Productivity Press
      DOI https://doi.org/10.4324/9780429196867
      Pages 428
      eBook ISBN 9780429196867
      Subjects Economics, Finance, Business & Industry, Engineering & Technology
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      Timmerman, B.D. (2019). Starting Lean from Scratch: A Senior Leader’s Guide to Beginning and Steering an Organizational Culture Change for Continuous Improvement (1st ed.). Productivity Press. https://doi.org/10.4324/9780429196867

      ABSTRACT

      What if the problem is you? For organizations just preparing to begin a continuous-improvement (CI) journey, the behaviors of the leadership must transform dramatically for the Lean toolkit to succeed. Many organizations invest in training colleagues about the power of the tools but fail to address the behavior and mindset of the leadership. Unfortunately, misaligned leadership behaviors will counteract any culture change that is attempted simply by pushing the use of Lean tools. This book outlines a comprehensive set of leadership principles that must be understood and modelled by the leadership before the CI Journey can effectively begin.

      This book organizes these leadership principles into a framework of a conceptual model called the "Three Spaces of Lean Transformation." The model suggests that these spaces of Trust, Change, and Continuous Improvement must be consciously shaped, developed, and maintained by the organizational leadership if a continuous improvement culture change succeeds. This book organizes a set of leadership principles -- that supports the culture change -- into each of these three spaces.

      The book is written in the first-person narrative and maintains a mentoring format. This book is for professionals at the very beginning of an intimidating Lean journey and with very little background or formal Lean training.

      Although these leadership principles are framed in the approach of being necessary to support an innovation culture change, the principles are, in fact, those necessary to support effective employee engagement. In addition, this set of leadership principles, if modeled consistently by the leaders, will create an organizational culture that will attract and retain great employees.

      These principles form the strong leadership foundation that must be established in organizations where, previously, many of the leadership behaviors were contrary to what is required by a "Lean" organization. The proper adoption of these leadership principles by an organization will support the long-term success of the Lean journey, and that this will enable a lasting, not a temporary, change to a continuous improvement culture.

      TABLE OF CONTENTS

      part Part I|1 pages

      Understanding the Spaces of Lean Transformation

      chapter 1|2 pages

      Introduction

      chapter 2|4 pages

      The Three Spaces Model

      chapter 3|3 pages

      Defining Some Key Terms

      chapter 4|19 pages

      The Lean Management Team

      part Part II|1 pages

      Understanding the Space of Trust

      chapter 5|2 pages

      The Space of Trust Explained

      chapter 6|5 pages

      Trust Principle #1: Know That Culture Change Is the Goal, Not the Implementation of Lean Tools

      chapter 7|6 pages

      Trust Principle #2: Trust That Your People Are Not the Problem. You Are

      chapter 8|4 pages

      Trust Principle #3: Believe That Your People Come to Work Every Day Wanting to Do a Good Job

      chapter 9|4 pages

      Trust Principle #4: Understand That People Become a Product of Their Environment

      chapter 10|3 pages

      Trust Principle #5: Believe That You Can Change

      chapter 11|4 pages

      Trust Principle #6: Free Yourself from the Need for External Validation

      chapter 12|2 pages

      Trust Principle #7: Trust That Better Client Service Results from Treating Your People Well

      chapter 13|3 pages

      Trust Principle #8: Remember That Authority Matters

      chapter 14|3 pages

      Trust Principle #9: Delegate Properly

      chapter 15|5 pages

      Trust Principle #10: Remember That Management Still Has Rights

      chapter 16|4 pages

      Trust Principle #11: Always Act with Respect for People

      chapter 17|4 pages

      Trust Principle #12: Correct Workplace Behaviour Problems Quickly

      chapter 18|3 pages

      Trust Principle #13: Talk about Problems Openly, but Focus on Solutions

      chapter 19|4 pages

      Trust Principle #14: Give Balanced Performance Feedback Regularly

      chapter 20|2 pages

      Trust Principle #15: Thank Your Staff Personally When They Do Something Great

      chapter 21|5 pages

      Trust Principle #16: Discipline Only the Unwilling, but Know That They Are Few

      chapter 22|3 pages

      Trust Principle #17: Protect Your People

      chapter 23|2 pages

      Trust Principle #18: Show Loyalty to Leadership above You

      chapter 24|7 pages

      Trust Principle #19: Go and See to Truly Understand

      chapter 25|4 pages

      Trust Principle #20: Respect the Leadership Chain of Command

      chapter 26|3 pages

      Trust Principle #21: Listen Effectively

      chapter 27|3 pages

      Trust Principle #22: Understand the True Source of Your Value as a Leader

      chapter 28|3 pages

      Trust Principle #23: Be a Coach, Not a Judge

      chapter 29|4 pages

      Trust Principle #24: Coach with Questions, Not Answers

      chapter 30|6 pages

      Trust Principle #25: Eliminate Competition in Favour of Teamwork

      chapter 31|4 pages

      Trust Principle #26: Be Congruent

      chapter 32|3 pages

      The Space of Trust—Concluding Thoughts

      part Part III|1 pages

      Understanding the Space for Change

      chapter 33|2 pages

      The Space for Change Explained

      chapter 34|4 pages

      Change Principle #1: Recognize That Sometimes Terminology Does Matter

      chapter 35|3 pages

      Change Principle #2: Explain WHY Many Times

      chapter 36|4 pages

      Change Principle #3: Be Wary of a Goal of Quick Cash Savings

      chapter 37|5 pages

      Change Principle #4: Appreciate the Value of Change Management

      chapter 38|7 pages

      Change Principle #5: Communicate Everything You Can

      chapter 39|4 pages

      Change Principle #6: Find Your Voice

      chapter 40|3 pages

      Change Principle #7: Challenge the Status Quo Continuously

      chapter 41|6 pages

      Change Principle #8: Respect the Current State of Evolutionary Growth

      chapter 42|5 pages

      Change Principle #9: Start with the Willing, Convince the Skeptical, Then Deal with the Resisters

      chapter 43|2 pages

      Change Principle #10: Remember That We Learn by Doing

      chapter 44|2 pages

      Change Principle #11: Understand That a Presentation Does Not Equal Training

      chapter 45|4 pages

      Change Principle #12: Ask Them to Show You, Not Tell You

      chapter 46|11 pages

      Change Principle #13: Use Visual Metrics Regularly to Teach and Reveal, Never to Assign Blame

      chapter 47|4 pages

      Change Principle #14: Embrace Huddle Board Meetings as a Part of the Culture Change

      chapter 48|3 pages

      Change Principle #15: Realize That in an Office, 5S Doesn’t Just Mean Cleaning off Your Desk

      chapter 49|3 pages

      Change Principle #16: Be Ruthless When Setting Strategic Priorities

      chapter 50|3 pages

      Change Principle #17: Value How an Objective Is Achieved as Much as the Achievement Itself

      chapter 51|4 pages

      Change Principle #18: Set up a Structure of Aligned Metrics to Take You Where You Need to Go

      chapter 52|3 pages

      Change Principle #19: Drive Towards Thoughtfully Selected Targets on Your Metrics

      chapter 53|2 pages

      Change Principle #20: Say “Yes” More Often Than “No” at First, Then Be Selective

      chapter 54|2 pages

      Change Principle #21: Celebrate Team Accomplishments, Large and Small

      chapter 55|5 pages

      Change Principle #22: Recognize the Power and Primacy of Intrinsic Motivation

      chapter 56|2 pages

      Change Principle #23: Teach Your Leaders to Operate in the Gray

      chapter 57|3 pages

      Change Principle #24: Protect the Culture Change

      chapter 58|2 pages

      The Space for Change—Concluding Thoughts

      part Part IV|1 pages

      Understanding the Space for Continuous Improvement

      chapter 59|3 pages

      The Space for Continuous Improvement Explained

      chapter 60|3 pages

      CI Principle #1: Defend Continuous Improvement as an Investment, Not a Cost

      chapter 61|3 pages

      CI Principle #2: Study and Adopt Methods of Time Management

      chapter 62|2 pages

      CI Principle #3: Let Those Who Do the Job Develop the Improvements

      chapter 63|5 pages

      CI Principle #4: Plan for Success Every Time

      chapter 64|4 pages

      CI Principle #5: Look for the Barriers in Advance, and Remove Them

      chapter 65|6 pages

      CI Principle #6: Choose the Right People for an Event

      chapter 66|3 pages

      CI Principle #7: Get the Leadership out of the Room

      chapter 67|3 pages

      CI Principle #8: Scope Your Projects with Care

      chapter 68|2 pages

      CI Principle #9: Take Each Project over the Finish Line

      chapter 69|2 pages

      CI Principle #10: Receive with Gratitude and Implement the Efforts of Your People

      chapter 70|5 pages

      CI Principle #11: Teach Them about the Types of Wastes

      chapter 71|7 pages

      CI Principle #12: Solve the Right Problem

      chapter 72|3 pages

      CI Principle #13: Run an Experiment to Improve Something

      chapter 73|3 pages

      CI Principle #14: Share Widely Best Practices

      chapter 74|2 pages

      CI Principle #15: Adapt and Innovate When You Adopt Best Practices

      chapter 75|3 pages

      CI Principle #16: Strike the Balance between Innovation and Standardization

      chapter 76|6 pages

      CI Principle #17: Drive towards Effective Daily Kaizen

      chapter 77|2 pages

      CI Principle #18: Plan for Your Obsolescence

      chapter 78|4 pages

      CI Principle #19: Reflect and Improve

      chapter 79|3 pages

      The Space for Continuous Improvement—Concluding Thoughts

      part Part V|1 pages

      Understanding the New Way

      chapter 80|2 pages

      Putting the Spaces Together

      chapter 81|4 pages

      Striving for Congruence

      chapter 82|2 pages

      Show Them It’s Possible

      chapter 83|3 pages

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