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
Archives by Tag 'capabilities'
Steven Spear

Steve Spear: All tools are based on key capabilities

By Steven Spear, - Last updated: Monday, October 20, 2014
In answering the question about the use of particular tools, it helps to anchor in the fundamentals first and then elaborate on the use of tools in pursuit of those fundamentals second. In engineering, for instance, we start with Newtonian mechanics and then introduce tools like finite element analysis for testing the integrity of structures, or we introduce concepts of feedback and control before introducing matlab and other tools for simulation.  Likewise, in finance, we introduce concepts of discounted cash flow, option theory, and risk diversification before constructing models based on those concepts.  In these professions, grounded in causal theory, we ...

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Dan Markovitz: A lean leader achieves objectives by developing workers’ capabilities to deliver those results

By , - Last updated: Wednesday, March 28, 2012
Leaders are lauded for delivering results. Wall Street in particular prizes predictability above all. But reaching goals or benchmarks doesn’t speak to the sustainability of the accomplishment. “Chainsaw” Al Dunlop fired people at Sunbeam (and other companies he “led”) left and right on his way towards reaching profit targets. Ken Lay and Jeff Skilling of Enron cooked the books to hit its numbers. In neither case were the results sustainable. By contrast, a lean leader builds the capacity of the people and the system, so that the results — and the ability to continue to deliver results —  transcends the leader’s ...

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