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 'making'
Mike Rother

Mike Rother: “I think I’m making progress” – Pablo Casals

By Mike Rother, - Last updated: mardi, novembre 19, 2013
Question:  How do you understand what to in-source and what to out-source? How about this as one criteria for keeping work inside or outsourcing:  Is it something you want to get better at for competitive advantage? Mike      
Steven Spear

Steve Spear: Lean is about making clear and explicit the best known approaches to achieving success

By Steven Spear, - Last updated: dimanche, juillet 11, 2010
Sales and marketing may seem a far cry from the production shop floors on which 'lean' was first observed.  Nevertheless, that type of work lends itself to exactly the same disciplines of rigorous discovery that allowed Toyota to come from beyond, over take its rivals, and run away from the field. There is a mistaken notion that the essence of 'lean,' as an approximation of the Toyota Production System, is the stabilization of processes, heretofore chaotic, as an endpoint in and of itself. Not so when practiced by the masters.  'Stabilization,' or more generally 'specification' is both a means of making clear ...

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Steven Spear

Steve Spear: Managers are trained for decision making, not discovery and development

By Steven Spear, - Last updated: jeudi, juin 10, 2010
C level executives are often absent from 'lean initiatives,' 'lean transformations,' and the like. This is unfortunate given the truthy cliche, "what is interesting to leaders, is fascinating to followers." The question is, "Why?" Let me suggest two reasons: • Lean presented as a kit of system engineering tools which senior leaders feel they can delegate to technologists. • Senior leaders not taught/trained for an environment of continuous improvement/discovery. REASON 1: LEAN=TOOL KIT The interpretation of lean manufacturing as a kit of system engineering tools, meant for the 'shop floor,' largely for high volume, low variety, repeated work, certainly impacts senior leaders view that lean is tactical ...

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Mike Rother

Mike Rother: Making Improvement & Adaptiveness Part of Your Culture

By Mike Rother, - Last updated: samedi, février 20, 2010
Question:  Does lean ever become part of the culture? As implied in the question, the lean task is not just to introduce new techniques, principles or solutions, but to establish a culture of continuous improvement, adaptation and innovation. Here's how I see the culture-change issue at the moment: Changing the culture requires changing mindset. Edgar Schein defines organization culture as the set of shared basic assumptions that operate unconsciously and govern behavior.  I think of culture as the personality or character of the organization. Organization culture, in turn, develops out of people’s mindset, which is a subconscious, habitual way of thinking and ...

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