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 'promotion'
Mark Graban

Mark Graban: hiring inexperienced employees for the Kaizen Promotion Office is a recipe for failure

By Mark Graban, - Last updated: Sunday, November 9, 2014
The other posts answering this question have made me reflect a bit on a troubling trend in healthcare: hospitals far too often filling their KPOs (or process improvement departments) with very inexperienced employees. They are often inexperienced with or brand new to Lean and/or they are also new to healthcare. I'll go out on a limb and say that this is a recipe for failure. What NOT to do is to put your youngest, most inexperienced people into a KPO. I don't see how a KPO member can effectively teach and mentor others if they have no experience with Lean or ...

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Joel Stanwood

Joel Stanwood: Key competencies to hire a team leader for the Kaizen Promotion Office?

By Joel Stanwood, - Last updated: Sunday, November 9, 2014
What would you say the most pertinent competencies are for a team member to be promoted to join an internal Lean team (Kaizen Promotion Office) whose responsibility is training and facilitating Kaizen?
Joel Stanwood

Joel Stanwood: What practical advice would you offer to companies as they establish their Kaizen Promotion Offices?

By Joel Stanwood, - Last updated: Friday, January 4, 2013
Building the KPO What practical advice would you offer to companies as they establish their Kaizen Promotion Offices?  At the beginning their Lean journey each company faces questions such as: (a)    What is the role of the KPO to serve the organization? (b)   How do we best leverage the KPO for leadership development? (c)    What is optimal size of the KPO organization? (d)   What is right mix of internal / external hires? (e)   Who should the KPO lead report to? (f)     How is the KPO best organized in order to sustain Lean both inside/outside of the plant?  (i.e. sales, distribution, marketing, product development ...

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