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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Sebastian Fixson

Sebastian Fixson: How does an organization build the appropriate culture such that problems (failures, mistakes, …) are seen as opportunities for improvement of the organization rather than opportunities for individuals to lose face, their job, etc.?

By Sebastian Fixson, - Last updated: Sunday, June 13, 2010
The negative press that Toyota recently received in association with the recalls, made me think about an issue that on one hand seems to be central to lean, but on the other is very difficult for many organizations to actually do.  That is: confronting ‘problems.’  As earlier blog entries discussed, there are two ways of looking at something like Toyota’s plant closure announcement: (i) It simply is the extension of Toyota’s commitment to ‘stop the line’ when a problem is detected to find the root cause no matter how expensive, or (ii) the size of the expense for the plant ...

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