Staying Lean ─ Thriving, Not Just Surviving

The first edition of this highly acclaimed publication received a Shingo Research and Professional Publication Prize in 2009. Explaining how to create and sustain a Lean business, it followed Cogent Power’s first two Lean Roadmaps along their journey.

Since then, much has changed. Several members of Cogent Power’s senior management have moved on, steel prices have declined, and the credit crisis has sparked an unstable global economy. Set against these developments, Staying Lean: Thriving, Not Just Surviving, Second Edition reports on Cogent Power’s response to these issues—detailing how they worked through their third Lean Roadmap. It also:



Guides readers with readily reproducible advice and an easy-to-follow model for sustaining Lean improvements
Presents a case study of a successful multinational Lean implementation
Covers a six-year Lean transformation from start to finish, illustrating the application of three distinct roadmaps


Focusing on how to sustain change, the new edition of this bestselling reference, illustrates the experience of a multi-national company that successfully implemented Lean in its manufacturing and commercial operations. Based on a model of sustainable change, the text defines by example the elements of successful Lean management that are often difficult to emulate as well as the more visible features of process management.

Professor Peter Hines held the chair in supply chain management at Cardiff University’s Lean Enterprise Research Centre until 2010 and is the chairman of SA Partners as well as an adjunct professor in Lean Enterprise at the University of South Australia. He followed a successful career in the distribution and manufacturing industry before joining Cardiff Business School in 1992, and his work on extending the boundaries of Lean thinking has received international, widespread attention. He has written or co-written more than fifty books and papers, including Going Lean (2000) and Lean Profit Potential (2002). He is an editorial adviser for five journals, including the International Journal of Logistics: Research and Applications which he started and is a skilled Lean mentor and coach, especially within multi-site operations, strategy deployment, and supplychain management. Dr Pauline Found is a Fellow of the Institute of Operations Management and holds a diploma in Environmental Management, B.A., B.Sc., MBA, and Ph.D. She is employed as a senior research associate at Cardiff University. Pauline was a researcher on the SUCCESS program at Cardiff University Innovative Manufacturing Research Centre (IMRC) that conducted the research into sustainability of Lean implementations. Prior to joining Cardiff University in 2004, Pauline had a successful career in industry for fifteen years, working for major UK FTSE 100 organizations, gaining management experience in purchasing, operations planning, quality, and human resource management. In addition to co-authoring Staying Lean: Thriving Not Just Surviving, she has published several papers on Lean and organizational change, and has presented the findings at major international conferences and industrial workshops. In 2009 she was elected to serve as president of the College of Behavior in Operations Management, a college of the Production and Operations Management Society (POMS), an international professional organization representing the interests of POM professionals from around the world.Gary Griffiths has an industrial engineering background with more than twenty years of hands-on experience in continuous improvement and Lean thinking. Combining practice with research throughout his career, he graduated to the master’s degree level in 2000 from the University of Wales. Gary has been with SA Partners since 2003 and has proven credibility in designing multi-site, integrated continuous improvement programs for a range of corporate clients (Gary was, in fact, the Lean program manager for the Cogent work). Having successfully applied the practices and principles of Lean in order creation, order fulfillment, and innovation business processes, Gary has worked in a range of business sectors, including FMCG, engineering, health and automotive, and has covered every continent in the world in doing so. Gary is head of capability development at SA Partners and specializes in Lean diagnostics and implementation, Lean maturity roadmap design, equipment effectiveness, and Lean leadership. Gary currently teaches Lean leadership at the University of South Australia.
Richard Harrison joined the Mars confectionery group straight out of school and, following completion of a business degree and a two-year post-graduate sponsorship at the London Business School, gained broad experience working at the board level in sales and marketing roles with premium branded products across a range of different industries. Richard joined SA Partners in 2002 with the assignment to take Lean off the shop floor and apply the philosophy within the sales and marketing environment. He is currently a managing consultant and a specialist in customer value and sales performance improvement and brings a wealth of practical experience to clients from across a wide variety of global market sectors and industries, including consumer products, retail, engineering, manufacturing, food, packaging, software, aerospace, automotive, medical, pharmaceutical, insurance, finance, the public sector, and legal. Within SA Partners he heads up the product group development for customer value and sales. Richard is a Master Practitioner in NLP.

THE JOURNEY TO LEANLean Vision and PrinciplesThe Five Lean PrinciplesUnderstanding Value and WasteMuda (Waste) Mura (Unevenness) Muri (Overburden) Going Lean and Staying Lean Thinking It ThroughThe Sustainable Lean Iceberg Strategy and Alignment Leadership Behavior and Engagement
Company BackgroundThe Road to LeanCompany History Cogent Power (UK) Ltd Cogent Power (Sweden) A.B. Cogent Power (Canada) Inc. The Challenge Facing Cogent

BELOW THE WATERLINE
Strategy and AlignmentCascading the Strategy into the Business P: Planning D: Doing Phase C: Check Phase A: Act Phase
LeadershipLevel 5 Leadership Situational Leadership Distributed or Dispersed Leadership
Behavior and EngagementChanging the OrganizationOvercoming Resistance to ChangeLean Behaviors Organizational Culture National Culture Changing Behaviors Involving the Unions Motivation for ChangeEngagement

ABOVE THE WATERLINE
ProcessesEliminating Waste in the Order Fulfillment ProcessIdentifying Waste in the Order Fulfillment ProcessFrom Current State to Future StateAdding Value in the Order Creation (Sales) Process Understanding the Voice of the Customer Conducting the Survey Mapping the Sales ProcessTechnology, Tools, and TechniquesLean Tools and Techniques: An OverviewLean Tools for Managing Lean Enterprises 5S: Workplace Organization Visual ManagementLean Tools for Operating a Lean Enterprise Mapping Standardized Work Total Productive Maintenance Single-Minute Exchange of Die (SMED)Just-in-Time (JIT) Pull Systems KanbansJidokaTools and Techniques to Sustain a Lean Environment Sustainability AuditsA Word about the Technologies

THE ROAD FROM PUSH TO PULL
Route to LeanLowering the Waterline: Rigorous, Not Glamorous Key FindingsIn SummaryA Final Word
Sources of Further HelpRecommended Publications Companion Books to This Publication Other Useful TextsJargonbuster