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 May 9, 2015
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Jamie Flinchbaugh

Jamie Flinchbaugh: “Lean won’t work in MY field”

By Jamie Flinchbaugh, - Last updated: Monday, June 27, 2011
What is the hardest field to apply lean? It doesn't seem to matter what field you're in, they all think theirs is the hardest. And they can back it up with evidence. One of the most frequent questions I get is "who else in my industry is doing lean?", because no one wants to be first, and no one wants to be last. There is a wide range of answers to this question in the series so far, and all of them valid. I'm not sure which is the hardest, but every field of work and every functional application brings its ...

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Jamie Flinchbaugh

Jamie Flinchbaugh: How would you measure lean success?

By Jamie Flinchbaugh, - Last updated: Sunday, May 29, 2011
The question asked was "what counts as 'lean success'?" Albert Einstein once said: Not everything that counts can be counted, and not everything that can be counted counts. I see most people making mistakes when trying to evaluate success. They try to measure lean success as if it is a program. What's the easiest way to measure a program? Activity! Yet we should not confuse activity with productivity. Lean programs are measured by means such as the number of people trained or the number of improvement events held, yet these activities do not a lean journey make. They are only inputs. And even ...

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Jamie Flinchbaugh

Capital is a resource of last resort

By Jamie Flinchbaugh, - Last updated: Tuesday, March 15, 2011
The question asked was “what is the lean approach to capital?” In some ways, this is the wrong question. The reason is that the lean organization and the lean thinker is not looking to put capital to work. Capital is just a solution to a problem. Capital is not just another budget line item that must be consumed and deployed. It starts with the ideal state. When a team has a vision of the ideal state for a process, it seeks any solution that gets it closer to that solution. When a team lacks such a vision, it reaches and grasps. ...

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Jamie Flinchbaugh

Jamie Flinchbaugh: Understanding the impact of developing your people

By Jamie Flinchbaugh, - Last updated: Wednesday, January 5, 2011
The latest Lean Edge question is How do Lean organizations develop their employees if Lean considers expenditure of resources other than for creation of value to be wasteful? First, a true lean organization isn’t obsessed with waste. If anything, they are obsessed with value.  Waste is anything more than the absolutely minimum required to add value to a product or service; waste is not just anything that doesn’t create value. I can’t imagine much value can be delivered without the right skills and capabilities in the organization. Therefore, I don’t think there is any conflict between developing employees and waste elimination. Second, ...

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