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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Tracey Richardson

Tracey Richardson: A checklist of key competences to have the right people in the right place at the right time

By Tracey Richardson, - Last updated: Sunday, November 9, 2014
I like the question and I will try to answer from a duo perspective. One being a person who was hired and developed under specific competencies at Toyota and secondly through the lens of the trainer/leader. You know I think its important to not only look at how you promote into a KPO position but also what is the filtering process to bring team members into an organization before they even have an opportunity for promotions. Think of it as a leading indicator that is predictive for people capability. In my humble opinion ...

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Samuel Obara

Sammy Obara: It depends on how many people you really need to make the effort on this specific improvement to take place with its adequate adjustment of standards.

By Samuel Obara, - Last updated: Sunday, June 3, 2012
Maybe the core question ends up being:  whose role is it to improve? The question seems too simple now: When we say we are improving specifically the "standards", and if by that we mean improving standardized work and its three documents, then very often that is done by a team as small as 2 people, the team member and his supervisor (or many times a process engineer), who can document, do time taking, record steps on paper, etc. On an extended definition, I think that in most cases, when we say we are improving standards, it is implied that there has been an improvement in the process first, so ...

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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 ...

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