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 9 mai 2015
Archives by Tag 'engagement'
Jean Cunningham

Jean Cunningham: The culture transformation through personal engagement is the only chance of success for a “lean transformation”

By Jean Cunningham, - Last updated: samedi, janvier 5, 2013
The role of the KPO is to launch the lean understanding in the organization by piloting and proving concepts and then later supporting the pull from the rest of the leadership for support/mentoring. Ultimately the KPO is the source of all future leaders in the organization as part of the organizational development efforts. I strongly support the idea of all the KPO team members sourced from within the company and using external coaches to develop this team. Why? Because the internal people know the business best and the lean concepts are not difficult to learn from external coaches. Additionally, this dramatically reduces the cost of the lean start-up ...

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Tracey Richardson

Tracey Richardson: Involvement and engagement of people at their process(es) where the work is being done must be a priority

By Tracey Richardson, - Last updated: samedi, juillet 14, 2012
It's always music to my ears when I hear a company is willing to invest time in people development from the executives to the floor level of the organization.  I believe that the training of the concepts or values are just the beginning of the lean journey, the more difficult task is the sustainment, improvement and growth of leaders and their practices to ensure the company is doing business in a way that meets customer expectations through people engagement in the value stream of order to customer. As we have all heard throughout time in the TWI realm that "repetition is the motherhood of all skills", ...

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Jeff Liker

Jeff Liker: Five “Why?” Not Five “Who?” – start pointing fingers and engagement is over

By Jeff Liker, - Last updated: mardi, mars 9, 2010
Interestingly I just spoke to a Canadian manufacturing company today that supplies Toyota and has several years of experience implementing TPS. He said his biggest disappointment was the the culture still does not support surfacing problems.  People are afraid they will be blamed and they hide problems.  So this seems to be a generic problem across manufacturing and service.  When I interviewed the first head of human resources for the Georgetown, Kentucky plant (Japanese) he said what was most startling to him when he first came to America was that Americans did not like to say they had a problem.  ...

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