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 'Goals'
Jeff Liker

Jeff Liker: hoshin kanri links the kaizen activities of leaders and work groups at all levels so they are working toward common goals

By Jeff Liker, - Last updated: samedi, avril 27, 2013
In "The Toyota Way to Lean Leadership" we have a 4 step model of leadership development.   We place Hoshin Kanri fourth, after self development, developing others, supporting daily kaizen, and finally hoshin kanri.  What hoshin kanri can do is link together the kaizen activities of leaders and work groups at all levels so they are working toward common goals.   In a sport, for example, basketball, a game plan can do that.   But imagine the perfect game plan with a bunch of novice players going up against professionals.  It will be a blow out.  The novices do not have a chance ...

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Mike Rother

Mike Rother: Depends on Your Goals

By Mike Rother, - Last updated: lundi, octobre 8, 2012
Question:  Where do you think we should start the Lean process in the Press Shop? Seems to me the answer to this question depends on what customer-related challenge your facility is trying to meet. In Lean terms, what does your 1-3 year, dock-to-dock future-state value stream map specify as the desired condition, on the way to the (dock-to-dock) vision of 1x1 Flow at Lowest Cost? This future-state map is a place to inject general Lean ideas like where to flow, where to pull, the scheduling point and lead-time goals. With that overarching challenge or direction in mind, apply the rest of the ...

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Art Smalley

Art Smalley: Clarify goals, mentor people one-on-one, and then move people around if you have to

By Art Smalley, - Last updated: lundi, octobre 11, 2010
In the beginning it is quite normal for a person in a managerial position to be the main driver of Lean or any improvement program for that matter. In Toyota’s case Eiji Toyoda and Taiichi Ohno played large roles in building up the Toyota System. As time moves on however it is generally not possible for a single manager to continue to drive improvement. In a crisis or for a period of time top down change is feasible but in the long run it is often self defeating. In Toyota’s case there was a lot of frustration in the 1950’s over ...

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Jeff Liker

Dan Jones: Goals and means to achieve superior performance

By Jeff Liker, - Last updated: lundi, janvier 11, 2010
Goals and means have to go together. Either one without the other does not lead to lasting improvements. To do this managers need to work together to dig down to the underlying root causes of the often vaguely defined performance gaps facing the organisation. Understanding these root causes helps everyone to focus on closing the vital few gaps that will make the biggest difference to the organisation, its customers and its employees. At which point someone can be given the responsibility for gaining agreement across the organisation using the evidence based, scientific method to implement and test the right countermeasures ...

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