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 'Compliance'
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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