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 9 mai 2015
Archives by Tag 'Capacity'
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: vendredi, novembre 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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Jim Huntzinger

Jim Huntzinger: Right-Designing: Freeing up Kaizen Capacity

By Jim Huntzinger, - Last updated: mercredi, juillet 21, 2010
My response is not necessarily kaizen in complete context, but I will address a certain aspect which, unfortunately, consumes a significant amount of kaizen effort. I am assuming several assumptions – clear objectives already existing or are being processed – customer requirements in volume, features, and functions.  And that the process, as articulated by Mike Rother in Kata (current condition and target condition – reference Mike’s slideshare referenced in his post) is what is driving the overarching work of the manufacturing engineers I address below. While TWI is a great structure to develop kaizen and a daily and normal function structure, it ...

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Steven Spear

Steve Spear: Overburdening the innovative capacity of the organization

By Steven Spear, - Last updated: vendredi, février 12, 2010
Dear Colleagues, What went wrong with Toyota is the flip side of what went right over so many decades. In the late 1950s or 1960s, Toyota was a pretty cruddy car company. The variety was meager, quality was poor, and their production efficiency was abysmal. Yet by the time they hit everyone’s radar in the 1980s, they had very high quality and unmatched productivity. The way they got there was by creating within Toyota exceptionally aggressive learning. They taught employees specialties, but more importantly, they taught people to pay very close attention to the “weak signals” the products and processes were sending ...

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