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 'creates'
Samuel Obara

Sammy Obara: Lean creates disruption as it challenges the status quo

By Samuel Obara, - Last updated: Friday, July 4, 2014
I think the answer to this short question will be a very long list of items to do or to stop doing. But at the same time, I believe we should be very cautious to make such a list past item #1. Item #1 in my view would be to perform a diligent genba assessment, finding then the causes and the root causes for the current situation. Only after item #1 has been concluded, we can continue the list. Perhaps the immediate next items will include raising awareness, or creating a burning platform, or bringing in a lean sensei (or psychologist or coach or etc.). Having said that, assuming ...

Continue reading this entry »

Michael Balle

Michael Ballé: Pull creates an architecture for kaizen

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Wednesday, July 21, 2010
I visited three factories this week: one that is thinking about starting with lean, two that have been doing kaizen for three to four years: there is clearly a world of difference between doing kaizen and not. However, the two factories doing kaizen are interesting to compare. In both cases, senior management is driving the lean effort. In company A, the CEO himself is choosing problems and conducting the kaizen workshops. In company B, the group’s operations VP is driving the lean program. Both the CEO from company A and the ops VP from company B work with a sensei. Both ...

Continue reading this entry »

Theme by Matteo Turchetto|Andreas Viklund