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 'face'
Michael Balle

Michael Ballé: the Toyota Way has worked as it’s supposed to, helping the company to face its challenges

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: dimanche, février 27, 2011
I had the great fortune and privilege of knowing and corresponding with Robert King Merton before he passed away, one of the great thinkers of American sociology, and he often steered me to look at how people defined any given situation. His general point was that the way people frame reality has real effects. Although no Toyota car has ever been found accelerating on its own, when the US transportation secretary tells the public to stop driving their Toyotas until they’re safe, regardless of how crazy that statement sounds in total absence of evidence, it has real effects: it creates ...

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Sebastian Fixson

Sebastian Fixson: How does an organization build the appropriate culture such that problems (failures, mistakes, …) are seen as opportunities for improvement of the organization rather than opportunities for individuals to lose face, their job, etc.?

By Sebastian Fixson, - Last updated: dimanche, juin 13, 2010
The negative press that Toyota recently received in association with the recalls, made me think about an issue that on one hand seems to be central to lean, but on the other is very difficult for many organizations to actually do.  That is: confronting ‘problems.’  As earlier blog entries discussed, there are two ways of looking at something like Toyota’s plant closure announcement: (i) It simply is the extension of Toyota’s commitment to ‘stop the line’ when a problem is detected to find the root cause no matter how expensive, or (ii) the size of the expense for the plant ...

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