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 'increase'
Tracey Richardson

Tracey Richardson: Outsource to increase value

By Tracey Richardson, - Last updated: Sunday, November 24, 2013
There can be several ways to determine when outsourcing is an option for an organization. How I share my thoughts about it to others is based on my experience inside and outside of Toyota. I believe there must be a need to outsource a process, service or product. So what is that need or criteria? This means there should be an overall "value-add" to the company business indicators in making this decision /change. Just to outsource without increasing value can be considered just a manpower reduction, and unfortunately many industry would consider that a Lean activity -(Less Employees Are Needed). Manpower ...

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Michael Balle

Michael Ballé: Waste elimination (in dire straights) as a key to competence increase (and saving the day)

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Sunday, July 11, 2010
How about a 40% production cost reduction and a few million Euros cash flow improvement in less than a year? I’m not sure this is the best lean success story I’ve come across, but it’s the most recent. One plant of a large global group produces components for the tier one plants, and was losing its bid for the next generation product and facing shutdown because of a price difference of 20% with Low Cost Country competition. The group recognized that once you lose production, you lose development, and once that has happened, it’s really hard to bring work back, ...

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