

Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
Are there differences in getting middle management from executive management on board for 1) developing the lean enterprise and 2) direct engagement on their part? What are the differences, if any?
Posted on 9 mai 2015
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Michael Ballé: To bring on board: go to the gemba to engage, frame and give the right incentives!
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: mardi, mai 19, 2015
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Jeff Liker: Top leaders must go to the gemba to develop leadership in their middle-managers
By Jeff Liker,
- Last updated: samedi, mai 9, 2015
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Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
By Lean Frontiers,
- Last updated: samedi, mai 9, 2015
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Jeff Liker: The challenge is to change our thinking and we have learned that this is done by changing behavior
By Jeff Liker,
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Jim Huntzinger: Each generation matters in sustained behavior change
By Jim Huntzinger,
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Ask the behavior change experts, not the lean experts
By Jon Miller,
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Michael Ballé: Go to the gemba to learn to learn
By Michael Balle, co-author of The Gold Mine and The Lean Manager
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Jeff Liker: How a Toyota leader defines Lean Leadership!
By Jeff Liker,
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Steven Spear: Accelerated learning of what to do and how to do it
By Steven Spear,
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Karen Martin: Realizing there is space for change
By Karen Martin,
- Last updated: mercredi, avril 1, 2015
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Lean Frontiers: How do you undo traditional management behaviors to change to behavior as a lean manager?
By Lean Frontiers,
- Last updated: mardi, mars 31, 2015
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Mark Graban: The focus should be on improvement, in a balanced set of measures, not just a single number
By Mark Graban,
- Last updated: jeudi, février 26, 2015
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Jean Cunningham: More than before and less than it will be in the future
By Jean Cunningham,
- Last updated: mardi, février 10, 2015
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Karen Martin: Begin where you’re at, seek 50% gains with every improvement, and never stop
By Karen Martin,
- Last updated: mardi, février 10, 2015
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Tracey Richardson: A good goal to start with is a 70% value add process
By Tracey Richardson,
- Last updated: lundi, février 9, 2015
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The Lean Edge: What should be the target value-add percentage in a process?
By The Lean Edge,
- Last updated: lundi, février 9, 2015
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Jon Miller: Value-added Percentage, and other Parlor Tricks
By Jon Miller,
- Last updated: lundi, février 9, 2015
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Peter Handlinger: Warm heart, cool mind
By Peter Handlinger,
- Last updated: jeudi, novembre 13, 2014
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Karen Martin: Technical proficiency and leadership acumen – can you nail the problem statement first time right?
By Karen Martin,
- Last updated: mercredi, novembre 12, 2014
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Mark Graban: hiring inexperienced employees for the Kaizen Promotion Office is a recipe for failure
By Mark Graban,
- Last updated: dimanche, novembre 9, 2014
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Jeff Liker: Strong coaches are there to develop internal leaders and coaches
By Jeff Liker,
- Last updated: dimanche, novembre 9, 2014
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Tracey Richardson: A checklist of key competences to have the right people in the right place at the right time
By Tracey Richardson,
- Last updated: dimanche, novembre 9, 2014
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Joel Stanwood: Key competencies to hire a team leader for the Kaizen Promotion Office?
By Joel Stanwood,
- Last updated: dimanche, novembre 9, 2014
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Michael Ballé: Visual control as a technique and visual management as a system are essential to lean practice
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: samedi, novembre 8, 2014
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Dave Meier: Make visual what matters!
By Lean Frontiers,
- Last updated: mardi, octobre 28, 2014
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Tracey Richardson: Visual control is micro, visual management macro
By Tracey Richardson,
- Last updated: mardi, octobre 21, 2014
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Peter Handlinger: Visual is the key – 70% of our sense receptors are dedicated to vision
By Peter Handlinger,
- Last updated: lundi, octobre 20, 2014
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Steve Spear: All tools are based on key capabilities
By Steven Spear,
- Last updated: lundi, octobre 20, 2014
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Sammy Obara: visualize normal from abnormal and target problem solving
By Samuel Obara,
- Last updated: lundi, octobre 20, 2014
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Jeff Liker: Visual control means displayed information is acted on
By Jeff Liker,
- Last updated: dimanche, octobre 19, 2014
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Jon Miller: Visual Management, Visual Control and Shop Floor Management?
By Jon Miller,
- Last updated: dimanche, octobre 19, 2014
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Is there a difference between visual management and visual control?
By The Lean Edge,
- Last updated: dimanche, octobre 19, 2014
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Tracey Richardson: Every termination is a failure
By Tracey Richardson,
- Last updated: mercredi, août 6, 2014
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Peter Handlinger: Set the expectation every one must train others
By Peter Handlinger,
- Last updated: lundi, août 4, 2014
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Michael Ballé: Talk to them until they change or leave
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: dimanche, août 3, 2014
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Karen Martin: Sit down with resisters and ask “Why?”
By Karen Martin,
- Last updated: dimanche, août 3, 2014
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Pascal Dennis: No cement-heads – ever!
By Pascal Dennis,
- Last updated: samedi, août 2, 2014
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David Meier: Respect doesn’t mean that pamper or coddle people. Attitudes issues are adressed one on one
By David Meier,
- Last updated: samedi, août 2, 2014
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Orry Fiume: The CEO must remove all barriers to lean, and some barriers are people. If one person must leave the company, do so with respect
By Orry Fiume,
- Last updated: vendredi, août 1, 2014
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Jean Cunningham: It’s respectful to the entire workforce to ensure standards of performance are maintained
By Jean Cunningham,
- Last updated: vendredi, août 1, 2014
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How does lean deal with sheer incompetence?
By ,
- Last updated: vendredi, août 1, 2014
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Dan Jones: What will happen to lean after you leave
By Jeff Liker,
- Last updated: vendredi, août 1, 2014
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Michael Ballé: Every one loves innovation but hates innovators
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: vendredi, août 1, 2014
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David Meier: Do Lean with people rather than to people
By David Meier,
- Last updated: dimanche, juillet 6, 2014
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Art Byrne: How much respect do you show your people?
By Arthur Byrne,
- Last updated: dimanche, juillet 6, 2014
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Jean Cunningham: It must feel lonely at the top!
By Jean Cunningham,
- Last updated: dimanche, juillet 6, 2014
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Tracey Richardson: Watch out for conflicting KPIs
By Tracey Richardson,
- Last updated: dimanche, juillet 6, 2014
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Sammy Obara: Lean creates disruption as it challenges the status quo
By Samuel Obara,
- Last updated: vendredi, juillet 4, 2014
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Jeff Liker: A CEO might be a good at lean but poor at leading change
By Jeff Liker,
- Last updated: vendredi, juillet 4, 2014
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The Lean Edge: What would you do if you were a CEO and you tried lean the right way and were passionate about it but you seemed to be failing at every turn getting all your stakeholders angry?
By The Lean Edge,
- Last updated: vendredi, juillet 4, 2014
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What about Kaizen events
By Jeff Liker,
- Last updated: mercredi, juin 11, 2014
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Sammy Obara: Kaizen every day, everywhere, by everyone
By Samuel Obara,
- Last updated: mardi, juin 3, 2014
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Tracey Richardson: Kaizen is not an event, it’s about Everyday-Everybody-Engaged
By Tracey Richardson,
- Last updated: mardi, juin 3, 2014
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Jeff Liker: Kaizen events are mainly a tool to open the minds of the leadership
By Jeff Liker,
- Last updated: lundi, juin 2, 2014
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The Lean Edge: Kaizen events: good thing or bad thing?
By The Lean Edge,
- Last updated: lundi, juin 2, 2014
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Tracey Richardson: Learn the thinking, not just the doing, why, how, where, what, when?
By Tracey Richardson,
- Last updated: samedi, mai 24, 2014
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Michael Ballé: No real lean without a sensei
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: dimanche, mai 4, 2014
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Sammy Obara: Sensei means professor
By Samuel Obara,
- Last updated: samedi, mai 3, 2014
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Jon Miller: From whom do you wish to learn?
By Jon Miller,
- Last updated: jeudi, mai 1, 2014
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Jeff Liker: A sensei lights the fire of the kaizen spirit
By Jeff Liker,
- Last updated: jeudi, mai 1, 2014
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What is the role of a sensei in lean?
By The Lean Edge,
- Last updated: jeudi, mai 1, 2014
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Mike Rother: Next Generation Lean Practice
By Mike Rother,
- Last updated: mercredi, avril 30, 2014
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Dan Jones: Finding Time For Improvements
By Jeff Liker,
- Last updated: mardi, avril 29, 2014
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Michael Ballé: Lean is the strategy!
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: mardi, avril 22, 2014
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Pascal Dennis: Kaizen is the work
By Pascal Dennis,
- Last updated: lundi, avril 7, 2014
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Art Smalley: This is honestly more about leadership than lean
By Art Smalley,
- Last updated: mercredi, avril 2, 2014
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Dave Meier: In Toyota improvement ideas and efforts were expected but voluntary
By Lean Frontiers,
- Last updated: mercredi, avril 2, 2014
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Sammy Obara: Conitnuous improvement is more than repetitive improvement
By Samuel Obara,
- Last updated: mercredi, avril 2, 2014
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Jon Miller: No Time for Kaizen? Check Your Assumptions
By Jon Miller,
- Last updated: dimanche, mars 30, 2014
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Mark Graban: No time for improvement? Then find time
By Mark Graban,
- Last updated: dimanche, mars 30, 2014
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Karen Martin: Start the conversation
By Karen Martin,
- Last updated: dimanche, mars 30, 2014
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Jeff Liker: The key is to learn to level the workload for improvement
By Jeff Liker,
- Last updated: dimanche, mars 30, 2014
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Tracey Richardson: If you don’t have time to do it right first time, when will you have time to do it over?
By Tracey Richardson,
- Last updated: vendredi, mars 28, 2014
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The Lean Edge: How do you make time for improvements?
By The Lean Edge,
- Last updated: vendredi, mars 28, 2014
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Steve Spear: How do temps fit in with See, Solve, Sustain, Spread
By Steven Spear,
- Last updated: dimanche, mars 23, 2014
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Jeff Liker: A variable employee base (temps) is necessary to provide stable employment through the major ups and downs of the market
By Jeff Liker,
- Last updated: mardi, mars 18, 2014
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Michael Ballé: Start with the person and learn with them
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: dimanche, mars 16, 2014
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Tracey Richardson: As a leader at any level 50% of your job is to develop your people
By Tracey Richardson,
- Last updated: vendredi, mars 7, 2014
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The Lean Edge: What is the place of temporary workers in lean?
By The Lean Edge,
- Last updated: vendredi, mars 7, 2014
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Dan Jones: Starting The Leadership Journey
By Jeff Liker,
- Last updated: lundi, février 24, 2014
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Dave Brunt: lean transformation framework
By Dave Brunt,
- Last updated: mercredi, février 19, 2014
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Sammy Obara: First aks yourself: “how not to start with lean”, then go find a good sensei
By Samuel Obara,
- Last updated: mercredi, février 12, 2014
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Mike Rother: Do You Want Type-I or Type-II Lean?
By Mike Rother,
- Last updated: dimanche, février 9, 2014
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Jon Miller: Get a good diagnosis
By Jon Miller,
- Last updated: dimanche, février 9, 2014
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Michael Ballé: Is it lean learning we’re talking about? Or lean squeezing?
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: samedi, février 8, 2014
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Karen Martin: Start with a demonstration activity and engage the leadership team
By Karen Martin,
- Last updated: samedi, février 8, 2014
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Steven Spear: Start with a ‘model line’ so that leadership can learn to see and solve problems
By Steven Spear,
- Last updated: mercredi, février 5, 2014
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Jeff Liker: One of the first aims should be to develop people to use a systematic process for improvement
By Jeff Liker,
- Last updated: mercredi, février 5, 2014
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Daniel Markovitz: Start by identifying a specific problem to solve
By Daniel Markovitz,
- Last updated: mercredi, février 5, 2014
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Pascal Dennis: What problem are we trying to solve?
By Pascal Dennis,
- Last updated: mercredi, février 5, 2014
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The Lean Edge: How do I start with Lean?
By The Lean Edge,
- Last updated: mercredi, février 5, 2014
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Michael Ballé: continuous flow is the key to improving quality
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: mardi, janvier 21, 2014
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Art Smalley: Lean Conformance vs. TPS Performance
By Art Smalley,
- Last updated: mardi, janvier 7, 2014
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Jeff Liker: TPS experts within Toyota will always want to drive in the direction of the ideal of one-piece flow
By Jeff Liker,
- Last updated: lundi, janvier 6, 2014
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What is the true value of a work cell?
By Jon Miller,
- Last updated: lundi, décembre 16, 2013
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Karen Martin: Cells are rare in service environments because Flow is hard to achieve
By Karen Martin,
- Last updated: dimanche, décembre 15, 2013
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Twenty years later, have workplaces moved to multi-process cells or do you still find many isolated operators?
By The Lean Edge,
- Last updated: dimanche, décembre 15, 2013
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Art Smalley: Toyota Insourcing For Competitive Advantage
By Art Smalley,
- Last updated: vendredi, décembre 6, 2013
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Michael Ballé: Think of outsourced value in terms of capability and capacity
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: vendredi, novembre 29, 2013
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Tracey Richardson: Outsource to increase value
By Tracey Richardson,
- Last updated: dimanche, novembre 24, 2013
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