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 'long'
Michael Balle

Michael Ballé: The company learns as long as the CEO learns at the gemba by supporting kaizen

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: dimanche, juillet 22, 2012
The CEO of a construction company once told me that the day he was bored with the gemba, he’d better sell the firm. This, from a CEO who has more than quadrupled the value of his company in the past five years. This CEO has figured out that the company continues to learn as long as he continues to learn, and the gemba is where true fact-based learning happens. Senior management has a disproportionate impact on the firm because of its role modeling role. Chris Argyris, the influential organizational theorist that formulated “double-loop” learning pointed out the distinction between “espoused theory” ...

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Art Smalley

Art Smalley: Satisfy the Customer in the Long Run for Sales and Profits

By Art Smalley, - Last updated: dimanche, février 26, 2012
I think we are falling into the trap of discussing “production tactics” as a root cause solution without really understanding the problem. Apologies in advance but I would have to back track first and clarify the situation in greater detail before I could answer the question. I will provide some context for what I mean and some thoughts on the short term and long term in terms of actions required. For starters I’d like to point out the Toyota Production System aka “Lean” sets out to satisfy the customer and provide maximum profits for the company in the long run. ...

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Mike Rother

Mike Rother: A Little Lean Doesn’t Go a Long Way

By Mike Rother, - Last updated: vendredi, février 11, 2011
Question: Why is it so difficult to see the financial benefits from lean? I wonder if in many cases the answer is as simple as this:  We haven’t yet progressed with lean to the point where you can see the results financially. One can argue that lean means working on improving every process every day, even if only in small increments. Each process and product would always have a target condition, on the way to an overall vision, that the process owners are striving to achieve by working through the obstacles step-by-step with PDCA. But instead, we’ve tended to give responsibility for lean ...

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Jacques Chaize: How is Lean to be Maintained in the Long Term?

By , - Last updated: mercredi, février 10, 2010
"We've been working with lean for several years and have had significant results, both financially and in terms of changing behavior. Still Tom Ehrenfeld's earlier question on finding a good balance between pushing people to progress and supporting them in difficult situations remains very relevant. We seem to regularly backslide in our lean efforts, and then have to climb back up again by exerting pressure. The question is: how is lean to be maintained in the long term? Even Toyota seems to be struggling these days, does it ever become part of the culture?"
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