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 'high'
Steven Spear

Steve Spear: In high velocity learning, standardization is about capturing the best known approach in design, and seeing flaws in production

By Steven Spear, - Last updated: lundi, avril 15, 2013
To your quote: In France, the battle against lean is raging (as in: CEOs use lean for brutal productivity gains and Unions are dead set against it), Ironically, both adversaries in this contest share a common assumption: that standardization, visual management, and the like are for the purpose of control--management wants to exercise it, labor wants to avoid it. Also shared is the assumption that work is low variance but numbingly routine or non routine but high variance in quality and productivity. That, of course, misses the reality by which Toyota another superlative organizations succeed. All ...

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Standardization, or high agreement

By , - Last updated: dimanche, juin 17, 2012
The question asked is "Are work standards individual or collective?" Standardization is a very difficult topic for most people in lean. The difficulty starts with a past practice and perception that standards are something we give people to force them to do work in a way that might not even be the most productive. Because of this, the perception of standardization is often far from its intention. Our preference is to use the words high agreement of both what and how. The reason for these words is it conveys what we believe to be more the intent of standardization. It ...

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Steven Spear

Steve Spear: High Performance through High Velocity Discovery

By Steven Spear, - Last updated: lundi, janvier 25, 2010
Dear Peter, Thanks so much for your question. A few points, elaborated on below. A: Success goes to those who improve and innovate most quickly and consistently. B: The ability to do so is rooted in core capabilities/disciplines that allow relentless discovery. C: Many managers are trained to think in terms of decisions, not discovery, thereby imperiling their ability to learn and improve continuously. A: High Performance through High Velocity Discovery In most sectors, even those with the most intense rivalry, there are standouts who achieve superlative performance by their ability to generate and then sustain improvement and innovation unmatched by breadth and speed. B: Disciplines of Discovery ...

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