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 'move'
Pascal Dennis

Pascal Dennis: How do we continue to learn after current leaders move on?

By Pascal Dennis, - Last updated: jeudi, novembre 10, 2011
Good insights from Steve, Mike et al -- thanks. Here are my thoughts, for posting. How Does Lean Survive a Change in Top Management? Succession planning is indeed the key, but perhaps not in the conventional sense. As Mike suggest Lean thinking entails meta-cognition. Meta-cognition entails 'knowing about knowing' and answering questions like: How do I learn? What do I know? What do I know well? What do I not know very well? Great leaders tend to know themselves thereby, and can make conscious decisions. (The Lean Business System is fundamentally about wakefulness.) Leaders need to ask these questions of their organization: How do we learn best? What do we currently know, and not know, well? Most ...

Continue reading this entry »

Art Smalley

Art Smalley: Clarify goals, mentor people one-on-one, and then move people around if you have to

By Art Smalley, - Last updated: lundi, octobre 11, 2010
In the beginning it is quite normal for a person in a managerial position to be the main driver of Lean or any improvement program for that matter. In Toyota’s case Eiji Toyoda and Taiichi Ohno played large roles in building up the Toyota System. As time moves on however it is generally not possible for a single manager to continue to drive improvement. In a crisis or for a period of time top down change is feasible but in the long run it is often self defeating. In Toyota’s case there was a lot of frustration in the 1950’s over ...

Continue reading this entry »

Theme by Matteo Turchetto|Andreas Viklund