Creating an Effective Management System: Integrating Policy Deployment, TWI, and Kata

Despite the vast library of knowledge on Lean tools and models, the majority of Lean implementations fail to sustain themselves over time for lack of what David Mann in Creating a Lean Culturecalls "the missing link in Lean" -- the Management System. In turn, however, when organizations try to apply a prescribed, one-size-fits-all, management system they inevitably find that what works for others may not work quite as well in their unique situation. Putting the right pieces in the right places, for the right reasons, is a unique challenge for every organization and no two successful management systems will, or should, be the same.

This book will look at core principles that need to be in place for organization to find their own answers to what a good management system should constitute for them. It will outline key elements, and how they work together as a "system," necessary to achieve overall success in a business. Based on these principles, the authors will demonstrate how we can "act our way into a new way of thinking" which nurtures the latent creativity and motivation of our people instead of trying, and ultimately failing, to "implement" an entire structure or system upon an unwilling workforce.

Based on their extensive experience with organizational development and hands-on leadership in Policy Deployment, TWI and Kata, the authors will describe their own journey in helping organizations discover and develop systems that function like well-designed and smooth-running machines, all the while capturing the humanistic aspects of the foundational skills needed to bring out the inherent synergy of the system. Readers will learn to help their own organizations "connect the dots" between the various pieces of Lean practice they put into play and effectively create their own management systems which ultimately fulfil customers' needs and expectations.

l demonstrate how we can "act our way into a new way of thinking" which nurtures the latent creativity and motivation of our people instead of trying, and ultimately failing, to "implement" an entire structure or system upon an unwilling workforce.

Based on their extensive experience with organizational development and hands-on leadership in Policy Deployment, TWI and Kata, the authors will describe their own journey in helping organizations discover and develop systems that function like well-designed and smooth-running machines, all the while capturing the humanistic aspects of the foundational skills needed to bring out the inherent synergy of the system. Readers will learn to help their own organizations "connect the dots" between the various pieces of Lean practice they put into play and effectively create their own management systems which ultimately fulfil customers' needs and expectations.