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 'capability'
Michael Balle

Michael Ballé: Think of outsourced value in terms of capability and capacity

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Friday, November 29, 2013
One company I know manufactures high-tech equipment with fairly sophisticated human-machine interface screens. One day, we were with the CEO in the local Apple store wondering how come we used a piece of kit worth twenty times an iPad with less functionality. As the CEO followed that thought, he also discovered there existed an open-sourced interface software that served as a standard for human-machine interface in the industry. The company had been so wrapped up in building its own no one had ever noticed. So, definitely, yes, outsourcing makes a lot of sense for any module not part of your core ...

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Jeff Liker

Jeff Liker: Develop deep capability, don’t assign people to jobs in an office

By Jeff Liker, - Last updated: Friday, January 4, 2013
It is always difficult to add value when I wait until someone else has answered on the lean edge, particularly someone with the thoughtfulness and eloquence of Steve Spear.  I could simply say:  "I agree," but I will add a few thoughts.  Steve talks about the two alternative purposes which I will summarize as quick and dirty one-off projects compared to creating a high performance learning organization.  Few executives are interested in spending lots of time and money to be mediocre, but in fact that is exactly what they end up doing.  So ...

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Steven Spear

Steve Spear: The key differentiator is what leadership thinks it need accomplish: redesign of processes others use to conduct their business or acquisition of capability that they can cultivate, propagate, and engage energetically

By Steven Spear, - Last updated: Friday, January 4, 2013
What role a kaizen promotion office plays depends on what problem you are trying to solve.  Is it to make a single change in process design and performance or it is to change the ramp-slope at which an organization discovers its way to greatness? For the former, organizations might want to stabilize otherwise chaotic processes--both those that are physically transformative and also those that are administrative.  Doing so has the obvious benefits of moving from the low performance plateau of disarray to the higher performing plateau of increased  efficiency and effectiveness. In that ...

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Michael Balle

Michael Ballé: True North is key because building capability feels like failure on the spot

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Monday, October 31, 2011
“You’re the problem” told the Toyota coordinator to the shop manager when the latter complained about the level of the operators he had to work with. It took the manager a full year to understand what the sensei meant, and come back with “okay, I’m the problem – not the operators. What should I do?” His sensei then got him to start a training dojo. It took that manager a year to accept that he was the problem. It’s taken me fifteen to reach the same conclusion: if lean is rarely carried out beyond cost-cutting programs, we’re the problem. So: what ...

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