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 'good'
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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The Lean Edge

The Lean Edge: Kaizen events: good thing or bad thing?

By The Lean Edge, - Last updated: Monday, June 2, 2014
In what cases do kaizen events help and when do they hinder? How to best use kaizen events to leverage results and support the lean culture?
Samuel Obara

Sammy Obara: First aks yourself: “how not to start with lean”, then go find a good sensei

By Samuel Obara, - Last updated: Wednesday, February 12, 2014
The question on "how to start with lean" allows for a wide range of answers and perspectives, probably most or all of them correct. Without more background information, I guess a safe answer would be to find a good sensei. An easier question would have been how not to start with lean. Perhaps understanding that could be as helpful. Top places I believe you should never start: 1) learning how to use the "lean tools". They may all have their benefits and merits, but once we learn how to use them, we run the risk of using where they are not needed. ...

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David Meier

David Meier: Good units produced (total parts – scrap) / (Available work hours – wait Kanban) = GPPH (good parts per hour)

By David Meier, - Last updated: Wednesday, January 30, 2013
The first point I want to make is that any measure has flaws and will not completely reflect reality. They should be considered indicators and in some way all refer to some sort of “standard” or desired condition. This is the basis for problem identification, which is the main purpose. Any measure is a “snapshot” of conditions during a specific time period and reflects many variables that are occurring. Some measures such as productivity are based on assumptions such as standard hours. The notion of standard hours is flawed in many ways that I won’t get into, but this measure can ...

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Jean Cunningham

Jean Cunningham: 4 criteria for good metrics

By Jean Cunningham, - Last updated: Sunday, January 27, 2013
What great input from the other bloggers on this question.  And here is what I have learned: If you ask 3 people how a metric is calculated and you get 3 answers, it isn't a good metric. The metric needs to be simple to understand and to measure, because it's purpose is to drive problem solving. If all your metrics are outcome metrics (sales per person, inventory turns, shipments per hour) then add some process metrics. (how often was a sales order entered with incomplete information, number of times with unplanned downtime on the line, orders not entered within 2 ...

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Samuel Obara

Sammy Obara: A good leader will show the way, a lean leader will have the follower find it

By Samuel Obara, - Last updated: Thursday, March 29, 2012
I think the ability to influence other people and the skills needed to do so would be somewhat similar to both types of leaders, provided they are both good leaders. Perhaps a distinguishing trait between the two leaders can be perceived by observing how they interact with their followers.    While the lean leader will frequently challenge their followers beliefs and paradigms, the good traditional one will put a lot of weight in the praise and motivation. Maybe implicit in the lean leader's approach is the opportunity to learn and develop the thinking.  A good leader will show the way, a lean leader will have the follower find it. In the ...

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Jan van Ginkel: What distinguishes a Lean leader from a very good, Traditional Leader, in behaviour and results, in one, clear statement?

By , - Last updated: Saturday, March 3, 2012
What distinguishes a Lean leader from a very good, Traditional Leader, in behaviour and results, in one, clear statement?
Jeff Liker

Dan Jones: Never Waste a Good Crisis

By Jeff Liker, - Last updated: Friday, February 24, 2012
Falling sales always provokes deeper thinking about what it talks to survive. The starting point is to define the business problem behind these falling sales. Structural shifts often coincide with cyclical downturns of the economy. For instance in the USA health insurance companies are now switching their patients to local district hospitals charging much lower rates. Big expensive teaching hospitals are struggling to adjust to this structural change, which is happening much faster than expected and is unlikely to be reversed. In the UK big cuts in public sector budgets are having a dramatic and lasting effect on public procurement ...

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Steven Spear

Steve Spear: The gap with the ideal is a good place to define objectives

By Steven Spear, - Last updated: Thursday, October 21, 2010
There are at least four conditions that trigger improvement: what we did didn't work as planned, we disappointed a customer, there is an anticipated (or actual) need to get better, and what we do departs from the ideal. The most superlative operationally excellent organizations generate and sustain rates of improvement and innovation that are faster, broader in span, and more relentless than their peers and competitors can generate. There are several triggers for this improvement. First, because work is consistently designed so departures from expected approach or outcome are immediately evident, those surprises are trigger for problem solving. Second, even if work proceeds as ...

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Art Smalley

Art Smalley: Lean Success Stories – The Good, The Bad, & The Ugly

By Art Smalley, - Last updated: Monday, July 12, 2010
I appreciate the reality that people need to see success stories about Lean or any topic for that matter in order to further their interest with the topic and move onto action. We are all somewhat risk averse by nature I suspect due to the way we evolved. For example you go over there and eat the purple berry on the bush and if you survive then perhaps I'll give it a try! Implementing Lean or any improvement methodology has a bit of that conservative bias to overcome. If you are interested in some Lean success stores then I recommend reading ...

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