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 'edge'
The Lean Edge

The Lean Edge: What should be the target value-add percentage in a process?

By The Lean Edge, - Last updated: Monday, February 9, 2015
What should be the target value-add percentage in a process?
The Lean Edge

The Lean Edge: What would you do if you were a CEO and you tried lean the right way and were passionate about it but you seemed to be failing at every turn getting all your stakeholders angry?

By The Lean Edge, - Last updated: Friday, July 4, 2014
What would you do if you were a CEO and you tried lean the right way and were passionate about it but you seemed to be failing at every turm getting all your stakeholders angry?
The Lean Edge

The Lean Edge: Kaizen events: good thing or bad thing?

By The Lean Edge, - Last updated: Monday, June 2, 2014
In what cases do kaizen events help and when do they hinder? How to best use kaizen events to leverage results and support the lean culture?
The Lean Edge

The Lean Edge: How do you make time for improvements?

By The Lean Edge, - Last updated: Friday, March 28, 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?
The Lean Edge

The Lean Edge: What is the place of temporary workers in lean?

By The Lean Edge, - Last updated: Friday, March 7, 2014
Indeed, we know that Toyota works with temporary workers and engineers, but how does that fit with TPS and people development? What is the lean stand on temporary work?
The Lean Edge

The Lean Edge: How do I start with Lean?

By The Lean Edge, - Last updated: Wednesday, February 5, 2014
"How do I start with lean? My management has decided we must become a lean culture, and I've tasked to put a plan together, but there are so many different offers on the markets, books, consultants - what do you call them - senseis? That it's hard to know where to start without making costly blunders in the very first steps."
The Lean Edge

The Lean Edge: How lean is the Lean Startup?

By The Lean Edge, - Last updated: Tuesday, May 21, 2013
"How lean is the lean startup? The lean startup movement is growing fast, now highlighted in the HBR yet no one in the lean movement seems to comment or connect - how do you feel about the lean startup? What can we learn from it?"
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The Lean Edge: Is highlighting problems stressful and increased pressure on workers?

By The Lean Edge, - Last updated: Saturday, April 6, 2013
"In a Lean environment we want to be able to see deviations as a starting point for improvement. This requires a transparency that in office environments is often seen as 'increasing pressure on the workers'. What are your thoughts on this? What is a good way to find the causes of this ...

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The Lean Edge

The Lean Edge: How do you change a standard?

By The Lean Edge, - Last updated: Sunday, March 17, 2013
Standards are often described as 'the best way known to perform a certain task'. Using Job Instructions, people are trained to work according to standards. Kaizen can then be used to improve standards. In this case the 'best way' has changed. Does this mean everybody needs to be retrained ...

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The Lean Edge

The Lean Edge: What is True North?

By The Lean Edge, - Last updated: Wednesday, September 21, 2011
"What would you say is the role of True North in Lean Thinking? How do can we define the concept, and it what way does it contribute to lean results? Can lean be done without True North?"
The Lean Edge

The Lean Edge: Did the writers of books about excellence and what makes great organizations get it right to begin with and does lean add anything new?

By The Lean Edge, - Last updated: Friday, July 8, 2011
Did the writers of books about excellence and what makes great organizations get it right to begin with and does lean add anything new? many great management books such as The Fifth Discipline or Good To Great say things that are quite similar to general positions in the lean movement. So what would be specific to lean that contributes to performance improvement
The Lean Edge

The Lean Edge: What are the most difficult industries and activities to introduce lean to and why?

By The Lean Edge, - Last updated: Friday, June 17, 2011
In your experience, where have you found lean most difficult to introduce? What specific barriers have you come across? How have you overcome them?
The Lean Edge

The Lean Edge: what counts as “lean success”?

By The Lean Edge, - Last updated: Friday, May 27, 2011
Jeff Liker and Mike Rother wrote a piece for LEI called "Why Lean Programs Fail ." They cited an IndustryWeek survey that said only 2% of companies achieved their "anticipated results." Can the Lean Edge authors share their thoughts on how you would define "lean success?" Do companies not achieve anticipated business results because they expect too much too quickly? Is a company only a "lean success" if they have fully transformed their culture? (download article)
The Lean Edge

The Lean Edge: What does “teamwork” mean in lean?

By The Lean Edge, - Last updated: Tuesday, May 10, 2011
Lean focuses on individual problem solving yet stresses the importance of  teamwork. What would be your definition of teamwork in the lean sense?
The Lean Edge

The Lean Edge: Can the performance achieved by applying lean thinking be sustained over years?

By The Lean Edge, - Last updated: Saturday, April 2, 2011
Can the performance achieved by applying lean thinking be sustained over years? Toyota seems to have been able to maintain a culture of relentless kaizen since the 1960s and over several Presidents' change, but has any other company? How can lean results be sustained over time? Has any company done it?
The Lean Edge

The Lean Edge: What is the lean approach to capital expenditure?

By The Lean Edge, - Last updated: Friday, March 11, 2011
"What is the lean approach to capital expenditure? As Toyota announces a new plant in high-cost Japan, it also claims that the overall investment is 40% lower than an existing equivalent size plant. How is this possible? What is the impact of lean on the investment cycle?"
The Lean Edge

The Lean Edge: Are Toyota’s troubles really over? What lessons should we learn from this?

By The Lean Edge, - Last updated: Sunday, February 13, 2011
The US Department of Transportation has cleared Toyota of any safety issues beyond those identified and dealt with before the safety crisis. Yet Toyota has recognized internal difficulties in both growing too fast and not listening to customers enough. What should we learn from the whole episode?
The Lean Edge

The Lean Edge: Why is it so difficult to see the financial benefits from lean?

By The Lean Edge, - Last updated: Tuesday, January 18, 2011
Why is it so difficult to see the financial benefits from lean?
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?
The Lean Edge

The Lean Edge: How do you define “Respect”?

By The Lean Edge, - Last updated: Thursday, November 4, 2010
We're taught the lean approach is about "continuous improvement" and "respect for people." Most lean material is about continuous improvement. How would you define "respect"? What practical experience could you share with companies that use respect as an operational business practice?
The Lean Edge

The Lean Edge: How do you set objectives with lean?

By The Lean Edge, - Last updated: Wednesday, October 20, 2010
Onjectives setting is a critical part of running a business - how do you do it with lean? How does that differ from traditional management by objectives?
The Lean Edge

The Lean Edge: How can I delegate if my managers don’t “get it”?

By The Lean Edge, - Last updated: Monday, October 11, 2010
"My company has started a lean program and I am the manager of a pilot site. I have worked on many issues with the lean sensei, who is now pushing me to delegate more in order to sustain some of the gains we've had. However, I feel that most of my line managers are not up to the job - many of them do not rise to the challenge, resist or ignore the improvement work we're trying to do. What would be the lean way of dealing with this situation?"
The Lean Edge

The Lean Edge: What about Jidoka?

By The Lean Edge, - Last updated: Wednesday, August 4, 2010
"For about ten years now the Lean movement has been a whole lot of JIT and a “whole little” Jidoka. Both concepts are fundamental to TPS, and can be implemented in many different ways. Please share your stories of implementing Jidoka (any process is fine), including how it was done, why it was done, and the effects it had locally or at the organization level."
leanedge book announcement

“The High-Velocity Edge”

By leanedge book announcement, - Last updated: Tuesday, August 3, 2010
The High-Velocity Edge Exceptional performance–game changing, leave rivals in the dust type performance–is possible. Achieving it requires generating and sustaining unmatchable rates of broad based, relentless improvement and innovation. Why? The ‘right’ answer to identifying market needs, configuring products and services to meet them, and developing systems to deliver them must be constantly discovered, improved, and rediscovered to stay ahead.

The High Velocity Edge explains the capabilities necessary for accomplishing this, illustrating them with examples across high tech and heavy industry, design and production, manufacturing and services.

Readers will learn why they have to worry about relentless improvement and innovation if they hope to remain competitively relevant.
They will learn what they have to do.
They will learn how to get started.

The assertion that exceptional performance can be gained by developing and deploying the capabilities introduced in The High Velocity Edge is deeply rooted in experience, not just hypothetical. There are the in depth studies at Toyota to understand the sources of its competitiveness; the ‘action research’ at Pratt and Whitney, in healthcare institutions, and elsewhere to generate exceptional performance; and the evidence from other standout organizations that these capabilities distinguish the front runners from the remainder of the pack.

Who should read the book?

There are three groups who need to understand the principles introduced in The High Velocity Edge: senior leaders, those dubbed to be the subject matter experts in operational excellence, and those directly responsible for creating value through the work of many people whose responsibilities span multiple functions and disciplines.
• Senior leaders because they have a direct responsibility for cultivating the capabilities of improvement and innovation that can prove to be a source of competitive advantage,
• Subject matter experts because they will need deep knowledge in teaching and applying these capabilities to complement the deep knowledge others have in various sciences, technologies, and professions, and
• Those with direct responsibility for creating value through the efforts of others so they will be better able to integrate the contributions of many individuals into a well harmonized whole.

Other books Steven Spear recommends

Peter Senge’s The Fifth Discipline was one of the first to emphasize that competitive advantage came to those best able to learn as they did. Dynamic Manufacturing was another land mark book in identifying differences between front runners and the pack in terms of designing, operating, and improving complex systems of work.

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