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 'Operational'
Jeff Liker

Dan Jones: Lean and Operational Excellence

By Jeff Liker, - Last updated: mardi, septembre 13, 2011
It is a mistake to think of lean as just one of the many tools in the Operational Excellence portfolio. Operational Excellence is really a catch all label for many different "best practices". Lean on the other hand is a very specific set of interlocking practices, tools and behaviours derived from a very clear reference model. Lean grew out of years of practice and experimentation at Toyota and at companies in other sectors that have followed their example. It did not come from applying theoretical insights to business practice. Correctly understood, lean is a much more fundamental and comprehensive approach to ...

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Steven Spear

Steve Spear: Healthcare is least likely to benefit from lean or any other operational excellence approach because healthcare professionals are not trained to think systematically about systems

By Steven Spear, - Last updated: vendredi, juin 17, 2011
Healthcare is the sector least likely to achieve process excellence with any meaningful breadth or speed because of three key impediments, one internal to healthcare,  one about the environment in which healthcare organizations operate, and one about the way in which ideas about process excellence are presented. Internal Problem: Training in Functions without Systems Thinking The internal problem is that healthcare professionals are trained, promoted, and evaluated in narrowly defined functional specialties--specialties within imagining, within surgery, within medicine, within nursing, etc.  There is good reason for this focus within specialties--mastery of the advanced science and technology requires time, practice, and effort. However, missing ...

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Steven Spear

Steve Spear: Why Lean Fails: Operational Excellence Treated as Tool Based Vocation, Not Principle Based Profession

By Steven Spear, - Last updated: dimanche, avril 3, 2011
Lean efforts are aplenty.  Rare are successful ones—characterized by sufficient improvement in the ability to create great value by delighting customers with best in class products and services, offered reliably and responsively to change, done affordably and profitably.   Nearly unheard of are sustainable successes—characterized by success over years and waves of market change and leadership succession. Why? The few world-class organizations that compete well on ‘operational excellence,’ reflected in quality, variety, time to market, affordability, agility, and many other positive attributes—manage the complex operating systems on which they depend based on few principles, adherence to which allows short term reliability and ‘high ...

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Mike Rother

Rob Austin: Can lean help operational managers realize specific targets on schedule?

By Mike Rother, - Last updated: mercredi, janvier 6, 2010
As a financial manager, what I'd really like from operational managers is a commitment to realizing specific targets--cost reduction, productivity improvement, whatever--on a schedule. Then I want to see people work to deliver those results on schedule.  Can lean help me get that?
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