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 'Line'
Steven Spear

Steven Spear: Start with a ‘model line’ so that leadership can learn to see and solve problems

By Steven Spear, - Last updated: Wednesday, February 5, 2014
Becoming an exceptional organization, one capable of short term reliability and longer term responsiveness and agility requires building skills that accelerate feedback, correction, and learning. The reliable mechanism is starting with a ‘model line’ incubator in which leadership is connected to creating and harnessing a problem seeing problems solving dynamic and then using that incubator as a developmental tool to propagate those skills broadly. PERFORMANCE LEVELS AS FUNCTION OF LEARNING RATE We get entranced by the difference in "performance altitude" between those who are exceptional and those who are typical. In doing so, we overlook the fact that superior altitude was ...

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Tracey Richardson

Tracey Richardson: Hoshin Kanri’s aim is to establish line of sight

By Tracey Richardson, - Last updated: Saturday, April 27, 2013
Thanks Joel for your question, I think it is one that many can benefit from. Based on my experiences with various industry I feel that this is a key area that is often discounted, and somehow organizations think through osmosis that the people just somehow know what they should be doing on a daily basis that cascades upward to "something" but not always a defined strategic business plan. I often ask the organizations I visit what their true north is and/or business indicators and to my surprise a common response is the"deer in headlight" look. If they ...

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Art Smalley

Art Smalley: Line versus Staff Leadership

By Art Smalley, - Last updated: Sunday, January 27, 2013
The question of how to staff a KPO (Kaizen Promotion Office) and with what type of leader is an interesting one and it deserves some thought. I don’t think the question is a trivial one or a “one size fits all” answer. The response depends upon the nature of the company, the situation it faces, resource development priorities, and the overall leadership style of the executive leading the organization. For starters let’s question whether you even need a Kaizen Promotion Office to begin with.  That may sound like an odd question but keep in mind that Toyota did not have any ...

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Michael Balle

Michael Ballé: A heroic “line stop” or has Toyota lost its way? Toyota’s unique contribution to management is collaborative problem solving, so Toyota is at its most interesting when it has problems!

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Sunday, January 31, 2010
There are two extreme ways of reading current Toyota events. From the lean perspective, Toyota is reacting to an exceedingly rare problem by stopping its sales, production and organizing its largest recall ever – regardless of the impact on its cherished quality reputation. Or in reading the press, the story is that the US government has finally forced Toyota to deal with a problem the company has been trying to fudge consistently and the accelerator issue is a red herring to divert attention and blame to a Canadian supplier from the real issue of sudden acceleration that Toyota has been ...

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