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 'pull'
Michael Balle

Michael Ballé: Flow if you can, pull if you can’t

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Monday, October 1, 2012
I was recently visiting a large German factory that manufactures industrial equipment – huge mix, low volumes. When I first saw the site, sometime last year, it looked like a plane crash, with cells and half-completed product all over the place – not surprising for a high variety long process product largely managed by the SAP. The plant’s management team had tried to streamline their flow by Value Stream Mapping extensively, filling in wall sized brown papers with hugely complex flows, and with little shop floor progress. Since then, they have completely changed tack and started by focusing on preparing ...

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Michael Balle

Michael Ballé: Don’t reorganize! Learn to pull instead

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Sunday, June 24, 2012
Full disclosure : I wrote a book on re-engineering almost 20 years ago and I wish there was a recall procedure for published books :). As the book was put on the shelves I had reached the conclusion from evidence that a re-engineering project would stop the company working for about two years as every one tried to figure out their role and play musical chairs and the new “re-engineered” organization would work brilliantly for high-running products but very poorly for every thing else, which typically would be disastrous for market share. At the time I was writing it, I was pondering ...

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Pascal Dennis

Pascal Dennis: You can’t flow or pull without Jidoka

By Pascal Dennis, - Last updated: Tuesday, August 24, 2010
Let me build on my colleagues insights: 1.     Jidoka is a socio-technical system.  Both the social and technical challenges are tough -- but the former more so. 2.     Technical challenge:  How to translate customer requirements into meaningful upstream measures?  How to make the Good/No Good condition visible (see Art Smalley's post)?  The following are part of the answer: a.    Deep understanding of the customer -- and the ability to translate that understanding into the meaningful quality specs i.     In the consumer goods industry this might entail providing clear simple answers to questions like: 1.    What does "soft" mean? What does "dry" mean? ii.     In ...

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Michael Balle

Michael Ballé: Pull creates an architecture for kaizen

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Wednesday, July 21, 2010
I visited three factories this week: one that is thinking about starting with lean, two that have been doing kaizen for three to four years: there is clearly a world of difference between doing kaizen and not. However, the two factories doing kaizen are interesting to compare. In both cases, senior management is driving the lean effort. In company A, the CEO himself is choosing problems and conducting the kaizen workshops. In company B, the group’s operations VP is driving the lean program. Both the CEO from company A and the ops VP from company B work with a sensei. Both ...

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