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Lean culture for the construction industry [electronic book] : building responsible and committed project teams / Gary Santorella.

By: Santorella, Gary [author].
Material type: materialTypeLabelBookPublisher: Boca Raton, FL : CRC Press, Taylor & Francis Group, [2017]Copyright date: ©2017Edition: Second edition.Description: online resource (xxii, 297 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9781498787246 (hardback); 9781351736879 (e-book).Subject(s): Construction industry -- Personnel management | Construction industry -- Management | Lean manufacturingDDC classification: 624.0684 Online resources: E-book
Contents:
Lean in its proper context -- Lean culture defined -- Lean cuisine and construction : the benefits of a food industry perspective -- The lean team challenge -- Trust : laying the foundation -- Is your attitude a value-add? -- Lean ethics -- Construction 101 : the basics from a lean perspective -- Execution and overarching philosophies -- Lean purpose -- The conflict paradox : encouraging debate without letting it become destructive -- Establishing and maintaining high standards -- Influencing versus motivating -- Constructive discipline (knowing when and how to draw the line) -- Commitment and accountability -- Building a lean safety culture -- Fine-tuning : keeping your fingers on the team's pulse via continuous lean culture assessment -- Managing external partner anxiety and anger -- Generational issues.

Enhanced descriptions from Syndetics:

Many of the struggles that we are currently experiencing when attempting to implement Lean in the construction environment are the direct result of applying Lean tools out of proper context. Understanding Lean as an overall operating system will help to avert this all too common pitfall.

An in-depth exploration of the application of Lean initiatives in the construction industry, Lean Culture for the Construction Industry: Building Responsible and Committed Project Teams, Second Edition provides updated chapters with new insights on the relationships between owners, architects, general contractors and subcontractors - demonstrating how Kaizan events focused on building positive culture through vulnerability-based trust improved processes and eliminated work stoppages.

Lean tools alone don't lead to successful Lean initiatives: the missing piece is culture. Written by a veteran consultant in the construction field, the book draws a connection between how construction professionals act as leaders and how their attitude and behavior affect productivity and waste daily. While value stream mapping is an important tool for righting broken processes and resolving conflicts, future state maps will fail if leaders continue to work in silos, protect their territories, and don't see that their success is directly tied to the success of their co-leaders.

The author expands the notion of ethics beyond the simple litmus test of right and wrong, so team leaders can adopt professional and productive attitudes and behaviors toward the implementation of Lean improvements. This book demonstrates how, in an industry where waste is rampant, and depends on wide range of people and personalities to successfully build a job, Lean thinking can make the difference between a profitable, competitive construction team, and mass inefficiencies, stunted profitability, and lost future opportunities.

Revised edition of the author's Lean culture for the construction industry, c2011.

Includes index.

Lean in its proper context -- Lean culture defined -- Lean cuisine and construction : the benefits of a food industry perspective -- The lean team challenge -- Trust : laying the foundation -- Is your attitude a value-add? -- Lean ethics -- Construction 101 : the basics from a lean perspective -- Execution and overarching philosophies -- Lean purpose -- The conflict paradox : encouraging debate without letting it become destructive -- Establishing and maintaining high standards -- Influencing versus motivating -- Constructive discipline (knowing when and how to draw the line) -- Commitment and accountability -- Building a lean safety culture -- Fine-tuning : keeping your fingers on the team's pulse via continuous lean culture assessment -- Managing external partner anxiety and anger -- Generational issues.

CIT Module INTR 8028 - Core reading.

Electronic reproduction.: ProQuest LibCentral. Mode of access: World Wide Web.

Table of contents provided by Syndetics

  • Foreword (p. ix)
  • Acknowledgments (p. xiii)
  • Introduction (p. xv)
  • Chapter 1 Lean in Its Proper Context (p. 1)
  • Lean as an Operating System (p. 6)
  • The Hidden Magnitude of Waste (p. 11)
  • Goal Setting (p. 12)
  • Waste Identification (p. 16)
  • Overproduction (p. 16)
  • Transportation (p. 17)
  • Excess Inventory (p. 18)
  • Rework and Defects (p. 19)
  • Overprocessing (p. 20)
  • Associate Motion (p. 20)
  • Waiting Time and Delays (p. 21)
  • Underutilized Human Resources (p. 21)
  • The Lean Toolbox (p. 22)
  • Value Stream Mapping (p. 22)
  • Standard Work (p. 24)
  • The Kaizen Event (p. 26)
  • The Eight Deadly Interpersonal Forms of Waste (p. 29)
  • Misplaced Value (p. 30)
  • Viewing Others as Objects (Being in the Box) (p. 32)
  • Finger-Pointing and Blame (p. 33)
  • CYA (or a Lack of Vulnerability and Transparency) (p. 34)
  • Lack of a "Big Picture" Understanding (p. 35)
  • Unclear Roles and Expectations (p. 35)
  • Unclear Sense of Purpose/The Missing "Whys" (p. 36)
  • C&C vs. Service (p. 37)
  • Chapter 2 Lean Culture Defined (p. 41)
  • Shared Sense of Purpose (p. 42)
  • "Win-Win" Systems Thinking (p. 46)
  • Creating an Environment in Which the Exposure of Problems, Abnormalities, and Inconsistencies Is Not Only Allowed but Encouraged (p. 49)
  • Chapter 3 Lean Cuisine and Construction: The Benefits of a Food Industry Perspective (p. 53)
  • Chapter 4 The Lean Team Challenge (p. 63)
  • The Invitation Test (p. 75)
  • Chapter 5 Trust: Laying the Foundation (p. 77)
  • Chapter 6 Is Your Attitude a Value-Add? (p. 83)
  • Chapter 7 Lean Ethics (p. 99)
  • Ethics (p. 100)
  • Cognitive Distortions (p. 108)
  • Chapter 8 Construction 101: Basics from a Lean Perspective (p. 113)
  • Structure (p. 114)
  • Organizational Structure (p. 114)
  • Roles and Responsibilities (p. 118)
  • Work Plans (p. 119)
  • Impact Awareness (p. 120)
  • Know Your Audience (p. 121)
  • Respect for Chain of Command (p. 122)
  • Policies and Procedures (p. 125)
  • Tools to Do the Job (p. 126)
  • Flow (p. 128)
  • Pull vs. Push (p. 130)
  • The Schedule (p. 131)
  • Flow and the Individual (p. 132)
  • Feedback and Positioning (p. 132)
  • Chapter 9 Execution and Overarching Philosophies (p. 139)
  • Overarching Philosophies (p. 139)
  • Execution Philosophies (p. 142)
  • Bridging Strategies (p. 150)
  • Chapter 10 Lean Purpose (p. 151)
  • Chapter 11 Conflict Paradox: Encouraging Debate without Letting It Become Destructive (p. 159)
  • Resolving Unproductive Conflicts (p. 166)
  • Chapter 12 Establishing and Maintaining High Standards (p. 173)
  • Chapter 13 Influencing versus Motivating (p. 185)
  • Positive Reinforcement (p. 187)
  • Negative Reinforcement (Punishment Prevention) (p. 192)
  • Punishment (p. 193)
  • Shaping: How People Acquire New Skills (p. 194)
  • Team Reinforcements (p. 196)
  • How Things Can Go Astray (p. 197)
  • Chapter 14 Constructive Discipline (Knowing When and How to Draw the Line) (p. 201)
  • Operationalizing Problematic Behavior (p. 209)
  • Chapter 15 Commitment and Accountability (p. 211)
  • Chapter 16 Building a Lean Safety Culture (p. 221)
  • Chapter 17 Fine-Tuning: Keeping Your Fingers on the Team's Pulse via Continuous Lean Culture Assessment (p. 231)
  • Behavioral Indicators (p. 232)
  • Listening Skills (p. 235)
  • Procedural Indicators (p. 238)
  • External Indicators (p. 239)
  • Assessment and the Basics (p. 241)
  • Organizational Changes and the Role of Emotions (p. 245)
  • Paying Attention to the Good Stuff (p. 248)
  • Chapter 18 Managing External Partner Anxiety and Anger (p. 251)
  • Anxiety and Performance (p. 255)
  • When Anxiety Tips into Anger (p. 256)
  • Understanding the Owner's Perspective (p. 258)
  • Joining Their Anxiety Rather than Resisting It (p. 259)
  • Go the Extra Mile to Fully Understand the Owner's Needs and Concerns (p. 260)
  • Owner Anxiety as a Matter of Timing (p. 262)
  • Establishing Clear Boundaries (p. 263)
  • Knowing When to Set Limits (p. 264)
  • Heading Off the Rage Train (p. 265)
  • Understanding the Concerns of the Architects (p. 267)
  • Design as an Expression of Values (p. 268)
  • Learning to Openly Express Your Own Anxiety (p. 270)
  • Lean Partnering (p. 271)
  • Chapter 19 Generational Issues (p. 273)
  • Conclusion: The Human Condition (p. 281)
  • Index (p. 287)
  • About the Author (p. 297)

Author notes provided by Syndetics

Gary Santorella, Owner, is a licensed Cognitive-behavioral therapist and an expert in team dynamics and behavioral change, who was developed a unique methodology to access job site functioning. He received his BA i Behavioral psychology from Providence College in 1980, and a Master's Degree with an emphasis in Occupational Welfare from UC Berkeley in 1990 He currently resides in Scottsdale, Arizona.

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