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 'individuals'
Jeff Liker

Jeff Liker: Standards might stem from an individual’s suggestion or it could be the result of a group discussion

By Jeff Liker, - Last updated: mercredi, mai 30, 2012
In the Toyota Way the purpose of standardized work, or any standards for that matter, is to provide a baseline for kaizen.  If 5 people do the job differently than any individual with an idea will only apply the idea to her own work.  The individual will learn something, but the group will not.  In order for a group to learn they have to agree on a standard and then when a new idea is tried and confirmed it becomes the new standard.  If only one individual was doing the job they might be able to learn in their head ...

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Sebastian Fixson

Sebastian Fixson: How does an organization build the appropriate culture such that problems (failures, mistakes, …) are seen as opportunities for improvement of the organization rather than opportunities for individuals to lose face, their job, etc.?

By Sebastian Fixson, - Last updated: dimanche, juin 13, 2010
The negative press that Toyota recently received in association with the recalls, made me think about an issue that on one hand seems to be central to lean, but on the other is very difficult for many organizations to actually do.  That is: confronting ‘problems.’  As earlier blog entries discussed, there are two ways of looking at something like Toyota’s plant closure announcement: (i) It simply is the extension of Toyota’s commitment to ‘stop the line’ when a problem is detected to find the root cause no matter how expensive, or (ii) the size of the expense for the plant ...

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