References and further reading
Chapter 1
1 Ohno, T. (2009), Workplace Management, Gemba Press
2 Moen, R. and Norman, C. (2010), ‘Circling Back’, Quality Progress, November edition
3 Krafcik, J. (1988), ‘Triumph of the Lean Production System’, Sloan Management Review, Vol. 30, Issue 1
4 Womack, J., Jones, D. and Roos, D. (1991), The Machine that Changed the World: The Story of Lean Production, Harper Perennial.
5 Womack, J. and Jones, D. (1996), Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Free Press
6 Taylor, F. (1997), The Principles of Scientific Management, Dover Publications
7 Hounshell, D.A. (1984), From the American System to Mass Production, 1800–1932: The Development of Manufacturing Technology in the United States, Johns Hopkins University Press
8 Krenn, M. (2011), ‘From Scientific Management to Homemaking: Lillian M. Gilbreth’s Contributions to the Development of Management Thought’, Management & Organisational History, Vol. 6, Issue 2
9 Ford, H. (1989), Today and Tomorrow – Special Edition of Ford’s 1926 Classic, Productivity Press
10 Toyota Motor Corporation (2001), ‘The Toyota Way 2001’, internal document, Toyota City, Japan, April
11 Liker, J. and Ogden, T. (2011), Toyota Under Fire: Lessons for Turning Crisis into Opportunity, McGraw-Hill
12 Brophy, A. and Bicheno, J. (2010), Innovative Lean: A Guide to Releasing the Untapped Gold in Your Organisation to Engage Employees, Drive Out Waste, and Create Prosperity, PICSIE Books
13 Bicheno, J. and Holweg, M. (2008), The Lean Toolbox, PICSIE Books
Chapter 2
1 Akao, Y. (2004), Hoshin Kanri: Policy Deployment for Successful TQM, Productivity Press
2 A SWOT analysis is a strategic planning method used to assess the strengths, weaknesses, opportunities and threats influencing an organisation or specific project. Strengths: traits that set the organisation apart. Weaknesses: elements that put the organisation at a disadvantage. Opportunities: outside factors that can improve performance. Threats: outside factors that exacerbate performance
3 Kaplan, R. and Norton, D. (2004), Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business Press
4 Langley, G., Norman, C., Moen, R., Nolan, K., Nolan, T., Provost, L. (2009), The Improvement Guide, Jossey-Bass
5 OEE metric: see Figure 7.8 of this book for additional detail
6 Fukuda, R. (1997), Building Organizational Fitness: Management Methodology for Transformation and Strategic Advantage (Corporate Leadership), Productivity Press
7 Ibid.
Chapter 3
1 Stalk, G. and Hout, T. (1990), Competing Against Time: How Time-based Competition is Reshaping Global Markets, Free Press
Further reading
Rother, M. and Shook, J. (1999), Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA, Lean Enterprise Institute
Duggan, K. (2002), Creating Mixed Model Value Streams: Practical Lean Techniques for Building to Demand, Productivity Press
Chapter 4
1 Maltz, M. (1994), Psycho-Cybernetics, Simon & Schuster
2 Marx, D. (2001), ‘Patient Safety and the “Just Culture”: A Primer for Health Care Executives’
www.mers-tm.net/support/Marx_Primer.pdf (accessed January 2012)
3 Special thanks to Ciaran Cuddy of Klasmann-Deilmann Ireland Ltd. for suggesting to move the day by the hour board into a week by the hour board during our work together at the gemba
Chapter 5
1 Ford, H. (1989), Today and Tomorrow – Special Edition of Ford’s 1926 Classic, Productivity Press
2 Deming, W.E. (2000), Out of the Crisis, The MIT Press
3 Perrow, C. (1967), ‘A Framework for the Comparative Analysis of Organisations’, American Sociological Review, Vol. 32
4 Baldwin, J. (2010), Fifty Famous People, Kessinger Publishing, LLC
5 Dinero, D. (2005), Training Within Industry: The Foundation of Lean, Productivity Press
6 Marriott, J.W. (1998), The Spirit to Serve: Marriott’s Way, HarperBusiness
Further reading on A3 problem solving and coaching
Shook, J. (2008), Managing to Learn: Using the A3 Management Process, Lean Enterprises Institution Inc.
Rother, M. (2009), Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results, McGraw-Hill Professional
Chapter 6
1 Robinson, A. and Schroeder, D. (2004), Ideas Are Free, How the Idea Revolution Is Liberating People and Transforming Organisations, BK Koehler
2 Kohn, A. (1999), Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A’s, Praise, and Other Bribes, Mariner Books
3 Brophy, A. and Bicheno, J. (2010), Innovative Lean: A Guide to Releasing the Untapped Gold in Your Organisation to Engage Employees, Drive Out Waste, and Create Prosperity, PICSIE Books
Further reading on idea management systems
For a detailed analysis with multiple real-life best-in-class case studies and a detailed roadmap to implementing an IMS see:
Brophy, A. and Bicheno, J. (2010), Innovative Lean: A Guide to Releasing the Untapped Gold in Your Organisation to Engage Employees, Drive Out Waste, and Create Prosperity, PICSIE Books
Graban, M. and Swartz, J.E. (2012), Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, Productivity Press
Imai, M. (1986), Kaizen: The Key to Japan’s Competitive Success, McGraw-Hill/Irwin
Further reading on kaizen events
Hamel, M. (2009), Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events, Society of Manufacturing Engineers
Chapter 7
1 Shingo, S. and Dillon, A. [translator] (1985), A Revolution in Manufacturing – The SMED System, Productivity Press
2 Ford, H. (1989), Today and Tomorrow – Special Edition of Ford’s 1926 Classic, Productivity Press
3 Hoffer Gittell, J. (2005), The Southwest Airlines Way, McGraw-Hill
4 See note 1
5 Heinrich, H.W. (1941), Industrial Accident Prevention, A Scientific Approach, McGraw-Hill Book Company, Inc., 2nd edition
Further reading on TPM
Bicheno, J. (2008), The New Lean Toolbox, PICSIE Books
Willmott, P. (2005), Total Productive Maintenance: Delivering Benchmark Levels of Business Excellence through TPM, WCS International Ltd.
Chapter 8
1 Whited, H.M. (1997), ‘Poka-yoke varieties’, The power of mistake proofing forum, 6 August, Moline, IL
Further reading on kanban
Bicheno, J. (2008), The New Lean Toolbox, PICSIE Books
Gross, J. and McInnis, K. (2003), Kanban Made Simple, Amacom
Further reading on poka yoke
For a definite guide to mistake proofing in healthcare where it is so needed read:
Grout, J. (2007), Mistake-Proofing the Design of Health Care Processes, AHRQ Publication No. 07-0020
And also for other areas:
Hinckley, M. (2001), Make No Mistake, Productivity Press
Marx, D. (2001), Patient Safety and the ‘Just Culture’: A Primer for Health Care Executives, www.mers-tm.net/support/Marx_Primer.pdf (accessed January 2012)
Shingo, S. (1986), Zero Quality Control: Source Inspection and the Poka Yoke System, Productivity Press
Chapter 9
1 Stalk, G. and Hout, T. (1990), Competing Against Time: How Time-based Competition is Reshaping Global Markets, Free Press
2 George, M.L. (2002), Lean Six Sigma: Combining Six Sigma Quality with Lean Production Speed, McGraw-Hill
3 Bicheno, J. (2004), The New Lean Toolbox, PICSIE Books
4 Tapping, D., Luyster, T. and Shuker, T. (2002), Value Stream Management, Productivity Press
Further reading on flow practices
Duggan, K. (2002), Creating Mixed Model Value Streams: Practical Lean Techniques for Building to Demand, Productivity Press
Glenday, I. (2008), Breaking Through to Flow, Lean Enterprise Academy Ltd.
Vatalargo, J. and Taylor, R. (2005), Implementing a Mixed Model Kanban System, Productivity Press
Chapter 10
1 Clemmer, J. (1992), Firing on All Cylinders: The Service/Quality System for High-Powered Corporate Performance, The Clemmer Group
2 William Pasmore, James Taylor, David Felten and Enid Mumford for example
3 Twomey, B. (2011), ‘Beneath the Waterline – A Study of the Effect of Applying Leader Standard Work to the Social Aspects of a Manufacturing System on the Performance of the System’, Cardiff University, MSc in Lean Operations Dissertation
4 Rosenthal, R. and Jacobson, L. (2003), Pygmalion in the Classroom, Crown House Publishing
5 Kohn, A. (1999), Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A’s, Praise, and Other Bribes, Mariner Books
6 Robinson, A. and Schroeder, D. (2004), Ideas Are Free, How the Idea Revolution Is Liberating People and Transforming Organisations, BK Koehler
7 Schwarz, J. (2007), The A to Z of Idea Management for Organizational Improvement and Innovation, Total Quality Systems Software
Chapter 11
1 See Figure 3.5 and the discussion in Chapter 3’s case study for why this is possible. Note that this case study, although fictional, is typical of the author’s experience of the findings from value stream mapping
2 Testimony, United States Congress, House Committee on Veterans’ Affairs, Dr Lucian L. Leape, MD, 12 October 1997
3 Kaplan, R. (1992), ‘The Balanced Scorecard – Measures that Drive Performance’, Harvard Business Review, January–February
Further reading
Dinero, D. (2005), Training Within Industry: The Foundation of Lean, Productivity Press
Spitzer, D. (2007), Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, Amacom
Chapter 12
1 Greenleaf, R.K. (1991), The Servant as Leader, Robert K. Greenleaf Center
2 Repenning, N. and Sterman, J. (2001), ‘Nobody Ever Gets the Credit for Fixing Problems that Never Happened: Creating and sustaining process improvement’, California Management Review, Vol. 43, No. 4
Chapter 13
1 Kano, N. (1996), Guide to TQM in Service Industries, Asian Productivity Organization
2 A Lean elevator pitch is a brief description of what Lean is and why it matters. It is concise and can be delivered in the time it would take to move between two floors in a lift. Done well and internalised by your leadership team an elevator pitch will help to communicate a consistent and concise message to your people during impromptu interactions. A good elevator pitch should connect people at both the logical and emotional levels and portray the benefits of Lean and what differentiates it as a philosophy for people development and process improvement. Lastly it is good to include a hook or invitation for the message recipient to become involved in the journey towards excellence and the benefits that this will bring for them
3 Kotter, J. (1996), Leading Change, Harvard Business School Press
Further reading
Maskell, B. (2011), Practical Lean Accounting: A Proven System for Measuring and Managing the Lean Enterprise, Productivity Press
Morgan, J. and Liker, J. (2006), The Toyota Product Development System: Integrating People, Process and Technology, Productivity Press
Taylor, D. and Brunt, D. (2000), Manufacturing Operations and Supply Chain Management: The LEAN Approach, Cengage Learning EMEA