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 'dave'
Lean Frontiers

Dave Meier: Make visual what matters!

By Lean Frontiers, - Last updated: Tuesday, October 28, 2014
When I was at Toyota we called visual management the “visual factory.” I never really heard visual control or visual management (or it was just another way of saying what we did) until after I left Toyota. It didn’t really matter what we called it as long as we understood what it meant. I think maybe the term “control” was a bit offensive to people and it was softened to visual management (and the term factory was abandoned when we moved into offices and service industries without factories). Sometimes people call it visual workplace, or visual awareness as well. We all know ...

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Lean Frontiers

Dave Meier: In Toyota improvement ideas and efforts were expected but voluntary

By Lean Frontiers, - Last updated: Wednesday, April 2, 2014
As CEO of my company I have a grasp of lean and have experienced it in my career, but now that I'm CEO, I find it difficult to ask my people to make time for improvement work. They’re already completely busy doing their regular work. Moreover, this company is in the outdoor sports industry, and many people join these companies because they want time to climb, backpack, canoe, etc., and I'm reluctant to ask them to work more hours and sacrifice time for these activities. Any advice? First off I want to say that when I worked at Toyota it was ...

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Dave Brunt

Dave Brunt: lean transformation framework

By Dave Brunt, - Last updated: Wednesday, February 19, 2014
With our colleagues at the Lean Enterprise Institute we at the Lean Enterprise Academy are constantly assessing how to articulate our approach to Lean Transformation. We use a house as a visual to articulate Lean Transformation and our view of what it takes. John Shook recently shared a video about this which you can watch here: http://www.lean.org/LeanPost/Posting.cfm?LeanPostId=135#.UvTSDf2KPLQ Firstly WHAT? A lean organisation attempts to create flow of value through systematic PDCA by all team members (Purpose.) Implementing this is “situational” – the way this is achieved is not a prescriptive, one-size-fits-all solution, but instead is about taking a balanced view of ...

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Lean Frontiers

Dave Meier: People need challenges to engage in their work, but they also need success

By Lean Frontiers, - Last updated: Monday, April 15, 2013
I have to say that it is unfortunate that "Lean" (or TPS or Lean Sigma or whatever) gets used as a sort of "weapon" against workers. This is of course contrary to the actual intent, which is more to "humanize" work. But like many things about TPS and life in general, there are apparent contradictions in many things. Toyota certainly attempts to maximize the "value" of the workers, but not in a brutal sort of way. At the same time there are high expectations from people. Toyota says, "We respect people by challenging ...

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Dave Brunt

Dave Brunt: Purpose, Process, People in Sales

By Dave Brunt, - Last updated: Thursday, December 20, 2012
My initial reaction, when first reading this question is to quote the famous phrase from the Training Within Industry materials – “If the learner hasn’t learned, the teacher hasn’t taught.” However this is a good question and one that deserves some discussion. As someone who has spent 14 years helping create examples of lean in car dealerships I have some hypotheses and some experience of the challenges of implementing lean in sales. Obviously understanding the root cause of failure is situational but here are my general observations. 1. Purpose is not always clearly understood. Different customers are at different stages in their ...

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Dave Brunt

Dave Brunt: What are the most difficult industries and activities to introduce lean to and why? In your experience, where have you found lean most difficult to introduce? What specific barriers have you come across? How have you overcome them?

By Dave Brunt, - Last updated: Wednesday, July 6, 2011
There is no doubt that there are many challenges that we face when we introduce lean - in fact we can come up with lots of examples in all the Ms - Man/Woman, Method, Machines, Materials, Measurements etc. However the lean community can cite examples that span economic sectors and different countries - varying from exemplar organisations outperforming their industry through to good isolated examples in business units. Given that there are examples across the economy, I wonder if there are some situational issues that make implementation harder in some instances. Here are some thoughts: Is there a business need? Ohno ...

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