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 'objectives'
Mike Rother

Mike Rother: A Practical Approach for Attaining Strategic Objectives

By Mike Rother, - Last updated: Monday, April 29, 2013
Question: Where to start with Hoshin Kanri in a not-yet-lean company? The Lean community has been talking about strategy deployment for 20 years. In short, the objective is arrows lined up (i.e., individual process improvement efforts working toward common goals) and an up-and-down dialog that keeps both the top and the operational levels informed about unfolding realities. So far so good. But the approach we took to operationalize this idea has not been very effective. We tried to copy Japanese companies' mature Eastern approach, called Hoshin Kanri, but basic principles of skill-building and brain science suggest this benchmarking or copying approach won't work ...

Continue reading this entry »

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 ...

Continue reading this entry »

Mike Rother

Mike Rother: How to Set Objectives with Lean

By Mike Rother, - Last updated: Monday, November 1, 2010
Question:  How do you set objectives with lean? In some ways the answer is easy. To set an objective with lean you simply go to the process level and answer the question, “Where do we want to be next?” What’s difficult is not so much setting a lean objective, but putting it in a way that allows it to serve as a useful, workable target condition. Doing that requires you to deeply grasp the current condition of the process. Let me give you an example. At the plating process in a factory that makes bathroom fixtures, an objective of “100% production reporting accuracy” ...

Continue reading this entry »

Setting objectives through lean

By , - Last updated: Sunday, October 31, 2010
How do you set objectives with lean? I won't start from the beginning, because there are already so many quality posts here in response to the question. I will try to add to it with a couple of the more subtle points that I hope help you in turning these thoughts into action: 1. Work on the really hard problems I notice that many organizations have problems that they write down and those that they don't. The problems that have known solutions are written down. Those that people have no clue how to solve are not written down. But we must. We will ...

Continue reading this entry »

Art Smalley

Art Smalley: Improvement and Objectives

By Art Smalley, - Last updated: Wednesday, October 27, 2010
I think several of the posts already address the first part of the question regarding how objectives are set but not as much has been said about how it is different from traditional management by objective. I'll try to focus more on the latter part of the question from a Toyota perspective and then end with some words of caution and play somewhat of a devil's advocate role regarding the use of ideal states as objectives for the sake of lively discussion. In Toyota of course a big emphasis is placed upon the topic of Kaizen or continuous improvement. The kanji ...

Continue reading this entry »

Michael Balle

Michael Ballé: Objectives for today and objectives for tomorrow

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Saturday, October 23, 2010
There are two aspects to kaizen: one is to make sure today works as its supposed to, which is about satisfying customers today, and making money today and the other is about preparing for the future in terms of solving larger problems to sustain growth. Objectives for today are about keeping operational processes working as they should. In this sense, TAKT TIME = BUDGET because the budget is established to deliver a certain customer takt. If we’re faster than TAKT, it means we have too much resources on the line, conversely, if we’re slower than takt it means that we’re wasting ...

Continue reading this entry »

Steven Spear

Steve Spear: The gap with the ideal is a good place to define objectives

By Steven Spear, - Last updated: Thursday, October 21, 2010
There are at least four conditions that trigger improvement: what we did didn't work as planned, we disappointed a customer, there is an anticipated (or actual) need to get better, and what we do departs from the ideal. The most superlative operationally excellent organizations generate and sustain rates of improvement and innovation that are faster, broader in span, and more relentless than their peers and competitors can generate. There are several triggers for this improvement. First, because work is consistently designed so departures from expected approach or outcome are immediately evident, those surprises are trigger for problem solving. Second, even if work proceeds as ...

Continue reading this entry »

Jeff Liker

Jeff Liker: You set your objectives on what you are trying to accomplish

By Jeff Liker, - Last updated: Wednesday, October 20, 2010
The simple answer is based on the business needs.  A more complex answer is it depends.  Depends on what you ask?  What you are trying to accomplish.  That may sound tautological--you set your objectives based on your objectives.  Let me give an example.  When we started working with one furniture retailer it soon became clear that the CEO would judge lean based on ROI pure and simple.  Show him the money and we continue... or else game over.  In this case we worked on an operation that repaired damaged furniture and by doubling productivity saved the equivalent of $300,000 per ...

Continue reading this entry »

The Lean Edge

The Lean Edge: How do you set objectives with lean?

By The Lean Edge, - Last updated: Wednesday, October 20, 2010
Onjectives setting is a critical part of running a business - how do you do it with lean? How does that differ from traditional management by objectives?
Jeff Liker

Jeff Liker: Communicate clearly improvement expectations, with specific objectives and work with each manager to develop a plan

By Jeff Liker, - Last updated: Monday, October 11, 2010
You said four very positive things in this question.  1)  You are the manager of the pilot site and you are taking responsibility for lean, 2) you are using a pilot site to gain experience and deep learning, 3) you have a lean sensei to teach you, and 4) the lean sensei is pushing you to delegate downward to get better sustainment.  Just by virtue of those four key points you are ahead of many companies that assign lean to a lean six sigma department to deploy broadly across the company with minimal ownership by management.  A good sensei will ...

Continue reading this entry »

Theme by Matteo Turchetto|Andreas Viklund