# Creating a Lean Culture  ## Metadata - Author: [[David Mann]] - Full Title: Creating a Lean Culture - Category: #books ## Highlights - Learning new habits requires consistent positive reinforcement of the new and negative reinforcement of current habits already deeply rooted in place. This is a difficult course, one that experience shows is easier to avoid than to follow. ([Location 29274](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=29274)) - Engines, as a rule, do not function without fuel; leader standard work without discipline is no exception to this rule. ([Location 30150](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=30150)) - But, until you demonstrate an improvement in stability of a process by applying the tools of Lean production, ([Location 31460](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=31460)) - leader standard work comes across as a waste of time, ([Location 31460](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=31460)) - bureaucratic abstraction without real meaning. When this is the case, instead of helping, leader standard work is just one more administrative chore disconnected from the reality of daily chaos. Conventional line leaders have learned to be creative, to improvise in order to meet their daily goals. Improvising, as in working around daily problems, and standard work do not go together well. ([Location 31460](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=31460)) - With these stabilizing technical changes in place, the need for cultural change—for changed leadership practices and behaviors—comes into focus. ([Location 31896](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=31896)) - For example, consider continuous (24 × 7 × 365) process operations such as a steel mill or a chemical operation producing synthetic petroleum. In either case, it is certainly possible to measure actual versus expected output in tons or barrels produced. And of course operations like these use these measures, as much as indicators of process as of results. “How many tons or barrels did we produce today?” is a natural question to ask. What if the answer comes back as less than planned, required, or expected for any period of observation? In a process operation, as in discrete production, less than expected output raises the question: “Why? What happened that cost us production?” ([Location 34080](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=34080)) - “Flow where you can, pull where you can’t, never push” is a maxim in Lean production. ([Location 51119](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=51119)) - Priority Board Hourly StatusPriority boards are a regular part of pull system operations. Priority boards provide the schedule for operators running the equipment that replenishes what has been consumed in a pull system. Production instruction cards or equivalent signals represent the schedule. These kanbans (cards or other signals) list the planned length of time to set up and run the job, the lot size, container type, and other pertinent information for the operator for each job. ([Location 54177](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=54177)) - In Lean management, each process should have a primary visual control. Examples include a visible signal that daily maintenance and cleaning tasks or longer-interval preventive and predictive maintenance procedures were performed, and on-time completion without interruption of standardized routes through a continuous process plant or delivery routes for replenishing materials or supplies, whether in a factory, office, or healthcare facility. In addition, each of these processes should also have a secondary check or a verification that what was to be done was actually performed. ([Location 57673](https://readwise.io/to_kindle?action=open&asin=B00OGLE6U4&location=57673))