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 'managers'
Karen Martin

Karen Martin: Managers must walk the talk and not blame when someone falls behind or deviates from standard work

By Karen Martin, - Last updated: samedi, avril 6, 2013
I work nearly 100% in office environments and the challenges are many for introducing Lean practices into a setting that is green with both measurement and continuous improvement, lacks standard work, and is often disconnected from external customers. Fear around being measured and seeking out variation is nearly always tied to experience with blame. I spend a significant amount of time with both front-line staff and leadership to shift the environment from a problem-hiding to a problem-surfacing one. Putting visuals in place is particularly challenging, but it can and must be ...

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The Lean Edge

The Lean Edge: How can I delegate if my managers don’t “get it”?

By The Lean Edge, - Last updated: lundi, octobre 11, 2010
"My company has started a lean program and I am the manager of a pilot site. I have worked on many issues with the lean sensei, who is now pushing me to delegate more in order to sustain some of the gains we've had. However, I feel that most of my line managers are not up to the job - many of them do not rise to the challenge, resist or ignore the improvement work we're trying to do. What would be the lean way of dealing with this situation?"
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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Jeff Liker

Jeff Liker: Managers Should Be Teachers, Not Simply Controllers

By Jeff Liker, - Last updated: vendredi, mars 12, 2010
1.  Clearly define the work as much as possible In the Toyota Way I discuss the concept of standardization to enhance innovation.  A core idea in kaizen is that you cannot improve a process that is not stable.  If an individual makes changes on their own nobody else benefits and if that individual moves on the improvement is lost.  Group learning (as opposed to individual learning) depends on standardization.  I also refer to Paul Adler's distinction between enabling bureaucracy (assists those doing the work and engages them) versus coercive bureaucracy (like Taylorism poses outside constraints to control the person).  In Toyota ...

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Mike Rother

Rob Austin: Can lean help operational managers realize specific targets on schedule?

By Mike Rother, - Last updated: mercredi, janvier 6, 2010
As a financial manager, what I'd really like from operational managers is a commitment to realizing specific targets--cost reduction, productivity improvement, whatever--on a schedule. Then I want to see people work to deliver those results on schedule.  Can lean help me get that?
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