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 'ideas'
Lean Frontiers

Dave Meier: In Toyota improvement ideas and efforts were expected but voluntary

By Lean Frontiers, - Last updated: Wednesday, April 2, 2014
As CEO of my company I have a grasp of lean and have experienced it in my career, but now that I'm CEO, I find it difficult to ask my people to make time for improvement work. They’re already completely busy doing their regular work. Moreover, this company is in the outdoor sports industry, and many people join these companies because they want time to climb, backpack, canoe, etc., and I'm reluctant to ask them to work more hours and sacrifice time for these activities. Any advice? First off I want to say that when I worked at Toyota it was ...

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Jeff Liker

Jeff Liker: Nemawashi is about genuinely being interested in the ideas of others

By Jeff Liker, - Last updated: Tuesday, August 14, 2012
Nemawashi was one of the distinguishing characteristics of Japanese management written about a great deal in the early 1980s when the Japanese seemed like an unstoppable business force that could do no wrong.  Over time as the "Japanese miracle" led to the lost decade, and it was no longer fashionable to imitate Japanese management fads it seemed to have become lost from discussions about business best practices.  At Toyota it has remained very important. For example, in the 1990s at the Toyota Technical Center in Ann Arbor, Michigan they became aware that the American managers did not have a deep understanding ...

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