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 'part'
Jean Cunningham

Jean Cunningham: Is it part of your strategic value? Is it something you do weekly/daily? Does it require specialist knowledge?

By Jean Cunningham, - Last updated: mardi, novembre 12, 2013
In the office functions I feel the first test of outsourcing is three questions: is it part of your strategic value? ( keep it inside) Is it something you do daily/weekly and links with other processes?( keep it inside) Does it require highly technical knowledge and changing laws ( consider outsourcing) So on a practical level, payroll processing is often outsourced. It is not often strategic, does not tie to many other processes, and has state by state as well as ERISA laws. On the other hand, material procurement is highly strategic, tightly linked to other processes and it ...

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Karen Martin

Karen Martin: Revenue growth is a key part of lean thinking

By Karen Martin, - Last updated: dimanche, décembre 9, 2012
This is an excellent question. I work with sales teams in at least 80% of the improvement work I lead, so it can and must be done. I agree with several of the Lean Edge team that part of the reason why Lean has been slow to capture the imagination of sales teams lies with Lean’s early, erroneous spin as solely a “manufacturing thing ” versus a broad and deep business management strategy that applies to all facets of an organization and to all industries. But I believe there are at least there two additional root causes. First, the financial focus ...

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Art Smalley

Art Smalley: Jidoka – Part 2

By Art Smalley, - Last updated: lundi, août 9, 2010
As I mentioned I'll share a recent story about Jidoka from a client visit and discuss what we learned in the process of implementation.  Usually when people talk about Jidoka the first examples that are discussed involve an operator on an assembly line pulling a chord which stops the line. Then a supervisor comes running and fixes whatever problem just occurred. I don't really consider this full blown 100% true Jidoka however by my standards... Jidoka is when a machine (not just a human pulling a chord) is enabled with some type of device which senses an abnormality which in turn ...

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Art Smalley

Art Smalley: Jidoka – Part 1

By Art Smalley, - Last updated: samedi, août 7, 2010
I think there are some real interesting components to this topic to discuss so I will probably break my response up into several parts for simplicity. For some personal perspective on this topic after returning back to the United States from Japan in the mid 1990's I was somewhat surprised to learn of all the emerging interest in the Toyota Production System. Books were being published on the topic and Harvard Business Review articles followed as well. Even perhaps more strange to me personally however was the fixation I noticed that the western world had on the Just-in-Time pillar of ...

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Mike Rother

Mike Rother: Making Improvement & Adaptiveness Part of Your Culture

By Mike Rother, - Last updated: samedi, février 20, 2010
Question:  Does lean ever become part of the culture? As implied in the question, the lean task is not just to introduce new techniques, principles or solutions, but to establish a culture of continuous improvement, adaptation and innovation. Here's how I see the culture-change issue at the moment: Changing the culture requires changing mindset. Edgar Schein defines organization culture as the set of shared basic assumptions that operate unconsciously and govern behavior.  I think of culture as the personality or character of the organization. Organization culture, in turn, develops out of people’s mindset, which is a subconscious, habitual way of thinking and ...

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