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 'firms'
Steven Spear

Steve Spear: It’s not about formal boundaries between firms, but about the dynamics of improvement

By Steven Spear, - Last updated: lundi, novembre 11, 2013
In trying to understand what to in source and what to out source, it is first important to recognize what we are trying to accomplish: create the possibility for high speed problem seeing and problem solving as the engine for improvement and growth. The key point is that exceptional performance levels are won by exceptional rates of internally generally improvement. Improvement, in turns, means finding where problems are occurring and concentrating time and resources on them to convert the ignorance at their core into useful knowledge that separates us from the pack. In effect, those who win do so by ...

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Godefroy Beauvallet

Godefroy Beauvallet: Is there a “Lean Way” to look at one firm’s IT? Can IT be made to change towards lean? What would be the first steps in such a journey?

By Godefroy Beauvallet, - Last updated: vendredi, septembre 3, 2010
Lean is about creating a performance mindset, being aware of problems, and having problems solved locally as a way to develop people through problem-solving and fostering a "kaizen spirit". If one frames Lean that way, it seems hardly possible to practice it in any modern firm without getting across information technology questions: most of the work load nowadays is achieved using information systems (from emails to forms-filling); we use IT to report data, calculate indicators and analyze performance; alerts are often generated by sensors, sent through networks and treated by computers; amounts of data that can be used to analyze problems ...

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