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 'development'
Jean Cunningham

Jean Cunningham: Include finance/accounting in the lean product development process

By Jean Cunningham, - Last updated: Monday, February 18, 2013
If you have read about Lantech in the Womack and Jones, Lean Thinking, then you know that our application of lean principles in the product development processes yielded huge reductions in lead time.  And what better way to enhance margins than to have the first product to the market! However, the recommendation I have as you launch LPD, is to include Finance/Accounting as an essential team member.  There are two reasons: first, the finance person can help gather the financial information needed for target costing and evaluate cost impact of different design alternatives. ...

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Joel Stanwood

Joel Stanwood: How should we take Lean into Product Development?

By Joel Stanwood, - Last updated: Monday, February 18, 2013
A consumer-products company has recently begun its Lean journey by focusing on Lean fundamentals starting on the shop floor (standard work, 1-piece flow, pull, work to Takt).  The company is simultaneously refreshing its product portfolio.  Although the cross-functional New Product Development ("NPD") team members may have little experience working in a Lean environment, the team nevertheless desires to (1) deploy rapid NPD processes and (2) prioritize its product pipeline to take full ...

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Jeff Liker

Jeff Liker: Self development leads to developing others

By Jeff Liker, - Last updated: Sunday, July 15, 2012
Based on your description I cannot tell what you have done in the 5 years, and know nothing about your processes.  As a general rule focusing on training people in visualizing, analyzing and solving problems is a great thing, particularly training managers.  In our new book on Developing Lean Leadership the Toyota Way we describe how to develop leaders and we are arguing that they need to be trained in just what you describe.  The model begins with "self development of managers."  They must want to become leaders of change toward concrete goals and to learn the problem solving approach.  ...

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Michael Balle

Michael Ballé: Waste Elimination Is The Ultimate Development Practice

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Monday, January 10, 2011
Most companies would argue that they’re intent on developing their people, and to do so they invest a substantial part of the budgets in training of all sorts, from technical skills to managerial practices. Mostly, this training is conceived on the university model: an expert specifies the best known way to do something, trainees learn it as well they can and then are tasked to apply it. Because of obvious organizational constraints, training is separated into classroom training with a trainer, and then, hopefully practical application left to the participants. In such training conception, the trainees manager is not particularly ...

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Steven Spear

Steve Spear: Managers are trained for decision making, not discovery and development

By Steven Spear, - Last updated: Thursday, June 10, 2010
C level executives are often absent from 'lean initiatives,' 'lean transformations,' and the like. This is unfortunate given the truthy cliche, "what is interesting to leaders, is fascinating to followers." The question is, "Why?" Let me suggest two reasons: • Lean presented as a kit of system engineering tools which senior leaders feel they can delegate to technologists. • Senior leaders not taught/trained for an environment of continuous improvement/discovery. REASON 1: LEAN=TOOL KIT The interpretation of lean manufacturing as a kit of system engineering tools, meant for the 'shop floor,' largely for high volume, low variety, repeated work, certainly impacts senior leaders view that lean is tactical ...

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