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 'model'
Steven Spear

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

By Steven Spear, - Last updated: mercredi, février 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: Train to the what-how-why model when you make changes then there is more time to spend on proactive problem solving than reactive

By Tracey Richardson, - Last updated: lundi, mars 18, 2013
This was a thinking process I had to get used to at Toyota, we never got to "settled in" before something changed on us.   At first it was frustrating, but then as the purpose was explained it became the "norm" then it was expected for us to do this without being told, you know, like our "job" imagine this :).  This was something that was evolutionary because you never were complacent to just be happy with maintaining, if you did, you were expected to "purposely create a gap".  Think about that, what type of organization makes a problem ...

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Michael Balle

Michael Ballé: Program vs System: Lean’s ambition is to propose a full business model, not just a productivity improvement program

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: dimanche, avril 4, 2010
A few years ago, at the first French Lean Summit, one participant would stand up at the end of every presentation and ask “what about six sigma? Couldn’t this be done better with six sigma?” – until José Ferro, President of the Lean Institute Brasil answered with his incomparable charm that he didn’t feel competent to answer, having never worked with six sigma, but that the Toyota veterans he knew absolutely hated six sigma for its anti-teamwork spirit. The idea of having a green belt or black belt present to senior management the work of an entire team, he explained, ...

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