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 'processes'
Jeff Liker

Jeff Liker: Basic skills of active listening, facilitating, modeling behavior, giving and receiving feedback and more are all necessary to lead any people for anything and are critical for leading teams to improve processes.

By Jeff Liker, - Last updated: Tuesday, September 24, 2013
In The Toyota Way to Lean Leadership the first step of the model is self development. Even that one step involves more then learning the scientific method. Toyota Business Practices, their scientific method for problem solving, is intended to not only solve problems but develop people to learn to follow the foundation of the Toyota Way--Challenge, Go to gemba to see first hand, kaizen methods, teamwork, and respect. These each involve a set of skills. As the leader of an improvement process learns these skills are all essential to successfully leading a team of people toward ...

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Peter Handlinger

Peter Handlinger: Straight Delivery Rate (SDR) basically measures how much of your product went through your process(es) within the design leadtimes and quality parameters

By Peter Handlinger, - Last updated: Monday, January 28, 2013
The adage that you get what you measure (and then some other bonus unexpected behavioural outcomes) is as true as ever. This has been lucidly described in this forum and in the literature. However, the central point still remains, and that is to achieve a specified result it is critical for one to understand the underlying processes. I recently listened to an interview with one of the South African Test cricket team members talking about how they became the world's best test cricket team (cricket, to my European and American colleagues is the game played with a flat bat and a hard red ball ...). What he said, ...

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Steven Spear

Steve Spear: The key differentiator is what leadership thinks it need accomplish: redesign of processes others use to conduct their business or acquisition of capability that they can cultivate, propagate, and engage energetically

By Steven Spear, - Last updated: Friday, January 4, 2013
What role a kaizen promotion office plays depends on what problem you are trying to solve.  Is it to make a single change in process design and performance or it is to change the ramp-slope at which an organization discovers its way to greatness? For the former, organizations might want to stabilize otherwise chaotic processes--both those that are physically transformative and also those that are administrative.  Doing so has the obvious benefits of moving from the low performance plateau of disarray to the higher performing plateau of increased  efficiency and effectiveness. In that ...

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Tracey Richardson

Tracey Richardson: Involvement and engagement of people at their process(es) where the work is being done must be a priority

By Tracey Richardson, - Last updated: Saturday, July 14, 2012
It's always music to my ears when I hear a company is willing to invest time in people development from the executives to the floor level of the organization.  I believe that the training of the concepts or values are just the beginning of the lean journey, the more difficult task is the sustainment, improvement and growth of leaders and their practices to ensure the company is doing business in a way that meets customer expectations through people engagement in the value stream of order to customer. As we have all heard throughout time in the TWI realm that "repetition is the motherhood of all skills", ...

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Klaus Petersen: From silo based-organization to business processes?

By , - Last updated: Saturday, June 23, 2012
"What are the five major things we need to do to help us successfully transform a silo based organisation into one focused on business processes, and what are the biggest risks we need to look out for?"

Kevin Meyer: Any upsides/downsides to relying on JM/TWI process deconstruction as kaizen? Yes it works… but I can already see the limitation with non-documented processes

By , - Last updated: Sunday, July 18, 2010
A few of the thinkers and authors on this page have actually been in my operations, and I've used Michael's The Lean Manager as required reading in our lean book club.  We're a multi-site process (extrusion/molding) medical contract manufacturer, four or five years down a successful lean journey that has made us more agile and competitive, with great 5S, value stream organization, daily accountability, etc.   But one big struggle has been basic kaizen - creating the culture and finding the time.  Over the past couple years with help from Art Smalley we've successfully dived into TWI.  Now it seems like ...

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Tom Johnson: Financial results such as revenue, cost, and profit are by-products of well-run human-focused processes

By , - Last updated: Thursday, February 18, 2010
Dear “Lean Edge” Colleagues: The cause of Toyota’s current crisis is found, in my opinion, in its very recent surrender to Wall Street pressure to grow continuously, as virtually all large publicly-traded American businesses, including those that pursue “lean” practices, have attempted to do for the past 30 years or more.  Steady growth in size and scale presumably improves profitability by conferring increased control over market prices and decreased costs. Unfortunately, as Toyota has discovered, the strategy never works. The flaw in this finance-oriented growth strategy is the belief that profitability improves by taking steps aimed at increasing revenue and cutting costs.  ...

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Michael Balle

Michael Ballé: Leaning processes is about seeking true cost

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Thursday, January 7, 2010
Lean can certainly help in getting commitment on specific financial targets and seeing that these targets are met on schedule, but not in the way one thinks, which is again one of the interesting paradoxes of this new way of management. First, the lean approach is definitely more precise about costs. For instance, I was recently looking at purchasing practices in the automotive industry. In a traditional group, purchasing assumed a ballpark figure of a few percents of the part cost for transportation and holding. In a company that has been doing lean for years, there are tables to calculate the ...

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