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
By leanedge book announcement, - Last updated: Sunday, September 5, 2010
The Remedy — Bringing Lean Out of the Factory to Transform the Entire Organization by Pascal Dennis
What’s The Remedy About?
The Remedy is a business novel about a major auto company in free fall. Taylor Motors is bankrupt and subsisting on government handouts. To survive they need to prove they can manage in a different way.
So SVP Rachel Armstrong enlists Tom Papas, the hero of Andy & Me (Productivity Press 2005), and asks him to transform not just an auto factory — but an entire platform, a new environmental car Taylor Motors is counting on. So Tom enlists the help of his mentor, Andy Saito, reclusive ex-Toyota executive. The Remedy is about their adventures.
Why Did You Set the Book Outside the Factory?
Because that’s where the opportunity lies — in Sales, Marketing, Design, Engineering, Planning, Human Resources, Distribution and so on. Waste is waste — and much harder to see, let alone fix, upstream and downstream of the factory. The obstacles to Lean thinking are even greater — as are the potential benefits.
Why a Novel?
I like stories and story-telling is fundamental element of Lean thinking. Strategy is story-telling, as is A3 Thinking, and problem solving in general. If you can condense a complex problem or strategy to an interesting one-page story, you probably understand it.
Why All the Doodles?
The protagonist uses doodles to help him understand what he’s learning. I love doodles. If you can draw out a complex story or idea, then maybe you understand it. At the best Lean companies you see doodles everywhere.
For more on The Remedy please see our YouTube video – http://www.youtube.com/watch?v=hEyEaHr330I
By leanedge book announcement, - Last updated: Tuesday, August 3, 2010
The High Velocity Edge explains the capabilities necessary for accomplishing this, illustrating them with examples across high tech and heavy industry, design and production, manufacturing and services.
Readers will learn why they have to worry about relentless improvement and innovation if they hope to remain competitively relevant.
They will learn what they have to do.
They will learn how to get started.
The assertion that exceptional performance can be gained by developing and deploying the capabilities introduced in The High Velocity Edge is deeply rooted in experience, not just hypothetical. There are the in depth studies at Toyota to understand the sources of its competitiveness; the ‘action research’ at Pratt and Whitney, in healthcare institutions, and elsewhere to generate exceptional performance; and the evidence from other standout organizations that these capabilities distinguish the front runners from the remainder of the pack.
Who should read the book?
There are three groups who need to understand the principles introduced in The High Velocity Edge: senior leaders, those dubbed to be the subject matter experts in operational excellence, and those directly responsible for creating value through the work of many people whose responsibilities span multiple functions and disciplines.
• Senior leaders because they have a direct responsibility for cultivating the capabilities of improvement and innovation that can prove to be a source of competitive advantage,
• Subject matter experts because they will need deep knowledge in teaching and applying these capabilities to complement the deep knowledge others have in various sciences, technologies, and professions, and
• Those with direct responsibility for creating value through the efforts of others so they will be better able to integrate the contributions of many individuals into a well harmonized whole.
Other books Steven Spear recommends
Peter Senge’s The Fifth Discipline was one of the first to emphasize that competitive advantage came to those best able to learn as they did. Dynamic Manufacturing was another land mark book in identifying differences between front runners and the pack in terms of designing, operating, and improving complex systems of work.