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 'goal'
Tracey Richardson

Tracey Richardson: A good goal to start with is a 70% value add process

By Tracey Richardson, - Last updated: Monday, February 9, 2015
In the past several months I have had this question come up actually in different industries. So how should one determine or "calculate" value add percentage within a process (micro)? This can be subjective depending upon what you are measuring and how, but I know, based on my Japanese sensei's, you can weave through a process and determine its value add and non value add content/percentages if you are conditioned to see it and categorize it. In manufacturing type work, by nature, can be easier to "see". In M & I flow (for example) the ...

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Mark Graban

Mark Graban: Focusing on staff morale, quality, and waiting times leads to better productivity, but as an end result not a primary goal

By Mark Graban, - Last updated: Sunday, January 27, 2013
In hospitals, productivity measures are typically based on direct labor productivity or financial calculations (such as the oft-dreaded "Worked Hours Per Unit of Service" measure). These raw productivity measures are often easy to tabulate, but it doesn't mean that it's the most important thing or that it's meaningful to staff. A hospital can measure revenue per employee or the lab department can measure the number of tests completed per hour of labor, but they often struggle to measure things that are more important - like safety, quality, and waiting times. My ...

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Steven Spear

Steve Spear: Excellence is the common goal. Discovery, be it called improvement, innovation, or invention, is the means

By Steven Spear, - Last updated: Monday, November 22, 2010
Arguing the merits of lean versus six sigma versus agile versus any other quality method creates a distraction of debating labels and the artifacts associated with each rather than understanding the fundamentals that allow some organizations to achieve levels of performance unmatchable by others. The truth is there are very few organizations that have achieved exceptional levels of performance based on a capacity to continuously improve and internally generate innovations broadly, consistently, and with tremendous speed and velocity. That handful certainly includes Toyota, which converted itself from a second or even third rate automaker in the late 1950s into an exceptional ...

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Jeff Liker

Jeff Liker: Goal setting through Hoshin Kanri

By Jeff Liker, - Last updated: Thursday, January 7, 2010
The answer is a qualified yes.  In fact Toyota has an annual goal setting process called hoshin kanri and the office of the CFO is very involved in setting the financial targets for the corporation.  They are then cascaded down throughout the world at all levels and there are regular reviews of progress through the year.  They almost always hit the targets.  My qualification is that Toyota has worked really, really hard to develop the capability to deliver on those targets.  The key is the capability of the people and the process to deliver.  Toyota has invested heavily in that ...

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Jeff Liker

Jeff Liker: If the goal is excellence then people will be stretched and it will not always be pleasant.

By Jeff Liker, - Last updated: Wednesday, December 23, 2009
I just happened to be working on yet another book in the Toyota Way series when I got this question. The book, called The Toyota Way to Excellence, is about the journey to lean by organizations outside Toyota. Believe it or not I was in the midst of writing a section called "managing change is political." Politics is the use or abuse of power. Whether it is viewed as use or abuse depends on the perspective and interests of who is doing the viewing. To lean change agents who are trying to help the organization ...

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