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 'Markovitz'
Daniel Markovitz

Daniel Markovitz: Start by identifying a specific problem to solve

By Daniel Markovitz, - Last updated: Wednesday, February 5, 2014
Start with lean by identifying a specific problem to solve — preferably one that has a serious impact on the company’s ability to serve its customers. One company I know that has made incredible strides started its journey with the president (upon seeing their D/C filled to the ceiling with unshipped goods), setting a corporate goal for same-day shipment of orders. Once a problem has been identified, I believe that introducing the A3 as a tool to solve that problem is a great way to start. Doing an A3 correctly necessitates going to the gemba; engaging in conversation; showing respect; ...

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Daniel Markovitz

Daniel Markovitz: Nemawashi is more than just lobbying

By Daniel Markovitz, - Last updated: Thursday, August 16, 2012
Lobbying (and yes, I’m thinking cynically of what happens on K Street in Washington), is an attempt by a small group to influence policy for the benefit of that group. The welfare of the larger institution is secondary to the welfare of the sub-group. Moreover, lobbying isn’t a learning exercise: opposing or alternative views aren’t incorporated into the lobbyist’s position. Nemawashi is also designed to influence policy, of course. But there are several significant contrasts to lobbying. First, the welfare of the larger group is a real consideration. Second, nemawashi is a dialogue, not a monologue — it’s a discussion in ...

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Dan Markovitz: A lean leader achieves objectives by developing workers’ capabilities to deliver those results

By , - Last updated: Wednesday, March 28, 2012
Leaders are lauded for delivering results. Wall Street in particular prizes predictability above all. But reaching goals or benchmarks doesn’t speak to the sustainability of the accomplishment. “Chainsaw” Al Dunlop fired people at Sunbeam (and other companies he “led”) left and right on his way towards reaching profit targets. Ken Lay and Jeff Skilling of Enron cooked the books to hit its numbers. In neither case were the results sustainable. By contrast, a lean leader builds the capacity of the people and the system, so that the results — and the ability to continue to deliver results —  transcends the leader’s ...

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