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 'Elimination'
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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Michael Balle

Michael Ballé: the Way of Waste Elimination (ie: waste elimination as a heuristic)

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Tuesday, November 30, 2010
Clearly, there is more to lean than waste elimination. And then again, maybe waste elimination IS the whole point. Let me go out on a limb here. Why would a french sociologist consider Toyota to be a role model? I was all set to follow the traditional path of critical analysis and join the club of naysayers. So: what changed my mind? It's not like it's an ideal company. it's not even as if it's a radical new organizational design. What it does have is an orginal intent: a project to be better than it is, all the way down to ...

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Michael Balle

Michael Ballé: Waste elimination (in dire straights) as a key to competence increase (and saving the day)

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Sunday, July 11, 2010
How about a 40% production cost reduction and a few million Euros cash flow improvement in less than a year? I’m not sure this is the best lean success story I’ve come across, but it’s the most recent. One plant of a large global group produces components for the tier one plants, and was losing its bid for the next generation product and facing shutdown because of a price difference of 20% with Low Cost Country competition. The group recognized that once you lose production, you lose development, and once that has happened, it’s really hard to bring work back, ...

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