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
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Steven Spear

Steve Spear: Managing work to see problems when and where they occur

By Steven Spear, - Last updated: Wednesday, June 23, 2010
Managing work to see problems when and where they occur is a necessary precondition--one too often overlooked--if an organization is going to achieve bona fide continuous improvement in pursuit of operational excellence. Here's why. Absent an ability to design perfect systems for design, production, and delivery on the first try, operational excellence depends on continuous improvement and relentless innovation.  As important as it is to have rigor in solving problems, the necessary pre condition is managing work so problems—flaws in the current design of systems and the current approaches to doing work--are seen when and where they occur. Deming, for example, was a passionate advocate of the 'Shewhart Cycle' of Plan, Do, Check, ...

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