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 'engage'
Michael Balle

Michael Ballé: To bring on board: go to the gemba to engage, frame and give the right incentives!

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Tuesday, May 19, 2015
In most organizations I know, executive leadership and middle-management have very different perspectives and mindsets: Executive leadership aims to change things in order to get better, mostly financial results – higher sales, better profit, etc. Middle-management is focused on maintaining the status quo in order to make things run on a daily basis Most work-level employees just hope to get through the day without being blamed, which is no easy challenge considering the number of things that can easily go wrong with any value-adding job.   Lean thinking impacts each level greatly, but not necessarily in the same way.   At executive level, the ...

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Karen Martin

Karen Martin: Start with a demonstration activity and engage the leadership team

By Karen Martin, - Last updated: Saturday, February 8, 2014
While I agree whole heartedly with all of the responses so far, I'm going to offer an alternative viewpoint from pragmatic perspective. Many of the organizations I've worked with that have made significant progress on the Lean journey, didn't begin with the ideal: "what problem do you want/need to solve?" In several cases, they had no idea what Lean was; they simply knew that they wanted to improve their performance. So I've often started with a "demonstration activity" to get their feet wet, expose them to Lean thinking, and show them the world they could head into. In most of ...

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Steven Spear

Steve Spear: The key differentiator is what leadership thinks it need accomplish: redesign of processes others use to conduct their business or acquisition of capability that they can cultivate, propagate, and engage energetically

By Steven Spear, - Last updated: Friday, January 4, 2013
What role a kaizen promotion office plays depends on what problem you are trying to solve.  Is it to make a single change in process design and performance or it is to change the ramp-slope at which an organization discovers its way to greatness? For the former, organizations might want to stabilize otherwise chaotic processes--both those that are physically transformative and also those that are administrative.  Doing so has the obvious benefits of moving from the low performance plateau of disarray to the higher performing plateau of increased  efficiency and effectiveness. In that ...

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