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 'Competence'
Pascal Dennis

Pascal Dennis: Character & Competence = Breakthrough

By Pascal Dennis, - Last updated: Saturday, November 6, 2010
Respect for people entails core mental models that are something like: ·         People are basically decent and, treated with respect, will do the right thing. ·         Everybody deserves a chance & most people have valuable, knowledge, insights & experience. ·         Leaders are responsible for building capability – of machinery, methods, material streams, and most of all, people As Orrie points out so well, you can’t fake it.  Eventually, people sniff out phonies & tune out. Respect for people, therefore, reflects the ethical quality of leadership. Respect for people is also good business -- it creates the bond that drives continuous improvement. The unspoken bargain in companies that ...

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Michael Balle

Michael Ballé: Waste elimination (in dire straights) as a key to competence increase (and saving the day)

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Sunday, July 11, 2010
How about a 40% production cost reduction and a few million Euros cash flow improvement in less than a year? I’m not sure this is the best lean success story I’ve come across, but it’s the most recent. One plant of a large global group produces components for the tier one plants, and was losing its bid for the next generation product and facing shutdown because of a price difference of 20% with Low Cost Country competition. The group recognized that once you lose production, you lose development, and once that has happened, it’s really hard to bring work back, ...

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Michael Balle

Michael Ballé: Combining the three Cs of Organodynamics: Competence, Compliance and Creativity

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Friday, March 12, 2010
FIRST LAW: without continuous process improvement, performance will deteriorate Entropy affects organizations as it does engines: without constant attention, any process will deteriorate. In the past this has been accepted as a necessary evil compensated by occasional investment. Let the machine run down and when you can’t do anything with it anymore, buy a new one. Kaizen thinking has opened a new way: by improving continuously existing processes we can avoid the performance decline by keeping people’s attention focused on getting the equipment and its operations as close as nominal performance as possible. Overall, significant leaps in performance will still be ...

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