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 'job'
Tracey Richardson

Tracey Richardson: As a leader at any level 50% of your job is to develop your people

By Tracey Richardson, - Last updated: Friday, March 7, 2014
So being raised at Toyota Motor Manufacturing Kentucky (TMMK), I had the pleasure of seeing our temporary worker program evolve over many years to meet the needs of the company in an ever-changing market. I was also fortunate to be involved in certain areas of curriculum and training in the mid 2000’s for the program. Internally the term “variable workforce” is often used which implies exactly what it is, but for the most part it’s often called the “temp-to-hire” program. There is a purpose often with a good outcome if goals are met, unlike some ...

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Jeff Liker

Jeff Liker: When standardized work is changed, every one who performs the job needs to be trained

By Jeff Liker, - Last updated: Sunday, March 17, 2013
By standards I am assuming you are referring to standardized work.  There are many kinds of standards,   When standardized work is change everyone who performs the job, or audits the job, needs to be trained to follow the new standards--no question.   Presumably the change is for a reason in which case you would not want to ration out the changes over time based on the capacity to teach.   You need to make the changes and do the teaching.   There are many ways standardized work can be changed. For example, ...

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Michael Balle

Michael Ballé: JOB = WORK + KAIZEN

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Thursday, October 14, 2010
Bob Woods, in The Gold Mine, argues that he’d change every manager right away for someone better – if he could. Since that’s hardly practical, he then says you’ve got to start developing those you’ve got. And then the chances are that, in a short time, they’ll become better than anyone you’ll find on the job market. It’s certainly is an interesting conundrum, but which also hinges on another: how good are we at developing people in lean? One common temptation is to try and teach the whole lean shebang: the TPS, the 14 principles, the toolbox and so on. For ...

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Mike Rother

Mike Rother: What About Using TWI ‘Job Methods’ for Kaizen?

By Mike Rother, - Last updated: Monday, July 19, 2010
Question: What are the upsides/downsides of using TWI "Job Methods" as our approach for kaizen? Just last week I got an email and Powerpoint presentation from a small plant that introduced its first assembly cell. Most of us know the excitement that comes with first efforts to eliminate waste. Not only do the processes operate much better than before, but our eyes also become opened to the potential! At the beginning of a lean effort, eliminating waste works and is exciting. But after a while -- four or five years into a lean journey seems about right -- those of us who ...

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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: Sunday, June 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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