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 'Cutting'
Jeff Liker

Dan Jones: Lean, Quality and Cost Cutting

By Jeff Liker, - Last updated: jeudi, avril 22, 2010
I have met many of these folks too who talk about lean but whose heads are stuck in the old cost cutting mind set. Organisations that employ them, whether as internal or external consultants, deserve what they get – traditional cost cutting! A great shame and a missed opportunity. On the other hand I have also met good lean folk who know all the tools but who do not have an A3 plan to guide their actions. And I often encounter quality folks who imply that improving quality is somehow more virtuous than the grubby task of eliminating waste, which ...

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Tom Johnson: Reduce cost by nurturing relationships, not by cutting costs

By , - Last updated: jeudi, janvier 7, 2010
Since my first encounter with the company over 20 years ago, what has always impressed me about Toyota is a deep commitment to the idea that financial results emerge from managements' careful attention to nurturing process, not from their taking steps to achieve financial targets.   For decades, no other company has been as focused as Toyota is on reducing costs.  But no other company seems to understand as well as Toyota that lower cost is not achieved by cutting costs; instead, they lower cost is reached by cultivating patterns of relationships that are designed to continuously reduce the resources (including time) and effort required to serve customers better ...

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Mike Rother

Mike Rother: Lean Ain’t Just Cost Cutting

By Mike Rother, - Last updated: vendredi, décembre 18, 2009
Question:  How do you avoid lean becoming just cost cutting? How do you get people to embrace the philosophy? When we started investigating Toyota 20 years ago we looked at Toyota’s outcomes -- reduced waste -- and labeled that “lean production“. That's what we've been trying to implement, and what then leads to lean as ruthless cost cutting. We missed Toyota’s less visible thinking, intentions and behavior routines that produce the outcome of reduced waste. Is Toyota simply cost cutting? Try this on for size: Toyota corporate guidance in the current harsh economic climate is:  “No permanent layoffs ...

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Michael Balle

Michael Ballé: Lean is about better managing costs, not cutting costs

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: lundi, décembre 7, 2009
The fundamental insight is that in any cost structure there is a kernel of costs which are common to all competitors in terms of materials, components, labor, equipment, overhead etc. and then around these costs, an additional layer of costs which are due to the firm's operational method - waste, in the lean sense (costs you incur unnecessarily because of things we don't know how to do, poor planning decisions and wasteful activities this generates). "Lean" is lean in the sense that it tries to progressively take the unnecessary costs out of the system. Lean usually approaches cost management with ...

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