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Getting Home is the inspiring story of how a nonprofit used lean principles to help rebuild homes for desperate survivors faster and wound up reconstructing the entire disaster recovery process.The book also details an innovative, 9-step blueprint for how private industry, relief agencies, volunteers, and all levels of government can work together to dramatically shrink the time between when disasters hit and victims get home in a prompt, efficient, and predictable way.
Summer is upon us and as you lean learners prepare for some decidedly non-value added time in your schedule, consider any number of these books for your summer reading.
- Everything I Know About Lean I Learned in First Grade by Robert Martichenko
- Managing to Learn: Using the A3 management process by John Shook
- Learning to See by Mike Rother and John Shook
- Four Types of Problems by Art Smalley
- Lean Lexicon 5th Edition by Lean Enterprise Institute, Inc.
- On the Mend by John Toussaint, MD and Roger Gerard
- Getting the Right Things Done by Pascal Dennis
- Designing the Future by James M. Morgan, Jeffrey K. Liker
- The Work of Management by Jim Lancaster
- LEI SmartSheets by
20th Anniversary Edition
This groundbreaking workbook, which has introduced the value-stream mapping tool to thousands of people around the world, breaks down the important concepts of value-stream mapping into an easily grasped format.
Value-stream maps are the blueprints for lean transformations and Learning to See is an easy-to-read, step-by-step instruction manual that teaches this valuable tool to anyone, regardless of his or her background.
Creating Continuous Flow is the next logical step after Learning to See. The value-stream mapping process defined the pacemaker process and the overall flow of products and information in the plant.
The next step is to shift your focus from the plant to the process level by zeroing in on the pacemaker process, which sets the production rhythm for the plant or value stream, and apply the principles of continuous flow.
Creating Level Pull shows you how to advance a lean manufacturing transformation from a focus on isolated improvements to improving the entire plantwide production system by implementing a lean production control system.
This workbook walks you through the implementation process using a clear question-and-answer format, supported by diagrams, value-stream maps, and all the key formulas. Using a realistic example facility, you see how to make the transition to a robust pull system.
Managing to Learn reveals the thinking underlying the A3 management process found at the heart of lean management and leadership.
A unique book layout puts the thoughts of a lean manager struggling to apply the A3 process to a key project on one side of the page and the probing questions of the boss who is coaching him through the process on the other side. As a result, readers learn how to write a powerful A3—while learning why the technique is at the core of lean management and lean leadership.
In Four Types of Problems, continuous improvement expert and author Art Smalley shows you how to break the “hammer-and-nail” trap.
He demonstrates that most business problems fall into four main categories, each requiring different thought processes, improvement methods, and management cadences.
Author and CEO Jim Lancaster tells a practical and inspiring story on two levels. The Work of Management is a close-up, candid look at his personal transformation as a leader. It’s also a practical, in-depth, business case study of Lantech’s lean transformation, relapse, and comeback that American manufacturing – and other industries — can use to profitably transform themselves.
