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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Lean Frontiers

Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?

By Lean Frontiers, - Last updated: Saturday, May 9, 2015
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?
Lean Frontiers

Lean Frontiers: How do you undo traditional management behaviors to change to behavior as a lean manager?

By Lean Frontiers, - Last updated: Tuesday, March 31, 2015
How do you undo traditional management behaviors to change to behavior as a lean manager? (What are lean manager behaviors vs. traditional manager behaviors?)
Lean Frontiers

Dave Meier: Make visual what matters!

By Lean Frontiers, - Last updated: Tuesday, October 28, 2014
When I was at Toyota we called visual management the “visual factory.” I never really heard visual control or visual management (or it was just another way of saying what we did) until after I left Toyota. It didn’t really matter what we called it as long as we understood what it meant. I think maybe the term “control” was a bit offensive to people and it was softened to visual management (and the term factory was abandoned when we moved into offices and service industries without factories). Sometimes people call it visual workplace, or visual awareness as well. We all know ...

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Lean Frontiers

Dave Meier: In Toyota improvement ideas and efforts were expected but voluntary

By Lean Frontiers, - Last updated: Wednesday, April 2, 2014
As CEO of my company I have a grasp of lean and have experienced it in my career, but now that I'm CEO, I find it difficult to ask my people to make time for improvement work. They’re already completely busy doing their regular work. Moreover, this company is in the outdoor sports industry, and many people join these companies because they want time to climb, backpack, canoe, etc., and I'm reluctant to ask them to work more hours and sacrifice time for these activities. Any advice? First off I want to say that when I worked at Toyota it was ...

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Lean Frontiers

Dave Meier: People need challenges to engage in their work, but they also need success

By Lean Frontiers, - Last updated: Monday, April 15, 2013
I have to say that it is unfortunate that "Lean" (or TPS or Lean Sigma or whatever) gets used as a sort of "weapon" against workers. This is of course contrary to the actual intent, which is more to "humanize" work. But like many things about TPS and life in general, there are apparent contradictions in many things. Toyota certainly attempts to maximize the "value" of the workers, but not in a brutal sort of way. At the same time there are high expectations from people. Toyota says, "We respect people by challenging ...

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