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 'develop'
Jeff Liker

Jeff Liker: Strong coaches are there to develop internal leaders and coaches

By Jeff Liker, - Last updated: Sunday, November 9, 2014
Building on what Tracey said, think of the process of getting to be in a TPS promotion role at Toyota as a funnel with many people applying, a smaller number selected to join the company, and then a winnowing based on performance inside Toyota. People are coached and also watched carefully to understand their strengths and weaknesses. They are given opportunities to build on their strengths and overcome their weaknesses and some do that better then others. Some people have the ability to do a technical job really well, but may lack leadership skills. Others can ...

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Tracey Richardson

Tracey Richardson: As a leader at any level 50% of your job is to develop your people

By Tracey Richardson, - Last updated: Friday, March 7, 2014
So being raised at Toyota Motor Manufacturing Kentucky (TMMK), I had the pleasure of seeing our temporary worker program evolve over many years to meet the needs of the company in an ever-changing market. I was also fortunate to be involved in certain areas of curriculum and training in the mid 2000’s for the program. Internally the term “variable workforce” is often used which implies exactly what it is, but for the most part it’s often called the “temp-to-hire” program. There is a purpose often with a good outcome if goals are met, unlike some ...

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Jeff Liker

Jeff Liker: One of the first aims should be to develop people to use a systematic process for improvement

By Jeff Liker, - Last updated: Wednesday, February 5, 2014
Many, many people have been in your situation. The top wants lean, which they have some understanding of from somewhere, and they want you to go get it. “Develop a plan. Find a consultant.” You are correct that there are almost as many flavors of lean as there are consultants. And who knows what flavor your management got exposed to from the conference they attended, or the board member, or the COO who had an experience in a previous firm. Who knows what they expect? Operational excellence? Quick wins in cost reduction to please the owners by the end of ...

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Tracey Richardson

Tracey Richardson: If you develop people results will follow!

By Tracey Richardson, - Last updated: Saturday, June 1, 2013
So how "lean" is a lean start-up? What an intriguing; yet, difficult question to answer- there are so many tangents of this in my opinion. For me I suppose it has a lot to do with how you or your organization defines Lean itself. It's amazing when I ask this question across various industry's the answers I get that are so far away from the true essence of Lean, no wonder its only a short-term "project" for many- start up or not. I think this within itself drives the thinking of an organization and how ...

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Jeff Liker

Jeff Liker: Develop deep capability, don’t assign people to jobs in an office

By Jeff Liker, - Last updated: Friday, January 4, 2013
It is always difficult to add value when I wait until someone else has answered on the lean edge, particularly someone with the thoughtfulness and eloquence of Steve Spear.  I could simply say:  "I agree," but I will add a few thoughts.  Steve talks about the two alternative purposes which I will summarize as quick and dirty one-off projects compared to creating a high performance learning organization.  Few executives are interested in spending lots of time and money to be mediocre, but in fact that is exactly what they end up doing.  So ...

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Michael Balle

Michael Ballé: Evaluate efforts to improve performance indicators and develop self-competencies

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Saturday, December 17, 2011
What an interesting question! And difficult to answer, as every organization has its own traditions and practices on the topic. If we’re talking evaluation and not incentive, the one thing I’ve learned the hard way in lean transformations is that you can’t simply focus on results because you’ll tend to give the hardest projects to some of your best guys. If a hospital evaluates its obstetricians on complications at childbirth, it will unwittingly punish the top specialist that gets all the hard cases. Results on key indicators are nonetheless important. What we tend to do first is to separate financials from ...

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The Lean Edge

The Lean Edge: How do we develop people?

By The Lean Edge, - Last updated: Monday, January 3, 2011
How do Lean organizations develop their employees if Lean considers expenditure of resources other than for creation of value to be wasteful?
Jeff Liker

Jeff Liker: Communicate clearly improvement expectations, with specific objectives and work with each manager to develop a plan

By Jeff Liker, - Last updated: Monday, October 11, 2010
You said four very positive things in this question.  1)  You are the manager of the pilot site and you are taking responsibility for lean, 2) you are using a pilot site to gain experience and deep learning, 3) you have a lean sensei to teach you, and 4) the lean sensei is pushing you to delegate downward to get better sustainment.  Just by virtue of those four key points you are ahead of many companies that assign lean to a lean six sigma department to deploy broadly across the company with minimal ownership by management.  A good sensei will ...

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Dennis Sherwood

Denis Sherwood: How would you develop innovation from lean and vice-versa?

By Dennis Sherwood, - Last updated: Tuesday, May 11, 2010
I ran an innovation event with a manufacturer of pumps a couple of weeks ago, which went very well, with a huge number of powerful ideas. This organization is a devotee of lean, and although there is a very large overlap between lean and innovation, it’s often hard to see how to exploit this in practice: how would you practically develop innovation through lean and vice versa?
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