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 'purpose'
Michael Balle

Michael Ballé: IT needs to turn its purpose on its head first

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Friday, September 6, 2013
True, I can’t think of any lean transformation I’ve witnessed firsthand where IT is part of the solution, not part of the problem – apart from a few specific examples I’ll address further on. I’ve been wondering about that, and if we take a careful step back, there is a possible structural reason for this. To my mind, the deep value change that lean thinking involves is the following. Senior managers believe their job is to 1) set strategy or dictate policy, 2) organize the business to realize this strategy and 3) implement the necessary systems to support this organization. Typically, ...

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Jeff Liker

Dan Jones: Hoshin and purpose

By Jeff Liker, - Last updated: Thursday, May 16, 2013
It is good to see the growing interest in Hoshin planning. It reflects the struggles many organisations are having in turning lean improvements into business results. But it is a mistake to reach for a new tool without first being clear about the business problems you are trying to solve in doing so. I first learnt about Hoshin from the outstanding management team at the Nissan plant in Sunderland in the UK that opened in 1986. Over the next few years I watched them struggle to make Hoshin the core of the way they managed and then to teach Hoshin to ...

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Michael Balle

Michael Ballé: Who needs to use the metric and to what purpose?

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Wednesday, January 30, 2013
There are two ways to read metrics:  one, to drive behavior, the other to better understand a problem – or both. Taylorist thinking is deeply ingrained in all our mindsets, and the usual fallback for any desired outcome is to slap an indicator-and-incentive on it. This usually works, but at the price of unexpected side-effects, which can often negate the very impact one sought. Metric improvement behavior is well studied, and if the reward is relevant enough, we now know humans will 1) do whatever they can to get the prize, 2) at the expense of all other variables, and ...

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Dave Brunt

Dave Brunt: Purpose, Process, People in Sales

By Dave Brunt, - Last updated: Thursday, December 20, 2012
My initial reaction, when first reading this question is to quote the famous phrase from the Training Within Industry materials – “If the learner hasn’t learned, the teacher hasn’t taught.” However this is a good question and one that deserves some discussion. As someone who has spent 14 years helping create examples of lean in car dealerships I have some hypotheses and some experience of the challenges of implementing lean in sales. Obviously understanding the root cause of failure is situational but here are my general observations. 1. Purpose is not always clearly understood. Different customers are at different stages in their ...

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Jeff Liker

Dan Jones: Assess along purpose (results), process (means), people (learning) framework of a lean management system

By Jeff Liker, - Last updated: Sunday, January 22, 2012
Lean adds new perspectives to the traditional ways of assessing executive performance, namely Results and People skills, and adds a third process or value stream dimension. These mirror the purpose (results), process (means), people (learning) framework of a lean management system. The lean logic behind this is that you need knowledgeable people running tightly integrated end-to-end value streams and projects to deliver results that will be sustained. In other words, good people running a good process generate good results. This also provides the right basis for redesigning these products, value streams and business models as circumstances change. A lean assessment starts ...

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Pascal Dennis

Pascal Dennis: Team members have clearly defined & interconnected roles, which in turn, depends on shared purpose

By Pascal Dennis, - Last updated: Tuesday, May 10, 2011
What is teamwork? In my view, a team is an organized group of people with a clearly defined goal. "Organized" means team members have clearly defined & interconnected roles -- which in turn, depends on shared purpose. In the absence of latter, our discourse inevitably devolves into random opinions, factoids and, often, recrimination. "If only those bozos in... would do their jobs!" Shared purpose shifts our thinking to: "Just how are we going to achieve that objective?" (Or "target condition" -- tip of the hat to Mike Rother) What sort of objectives are most compelling & effective? Objectives that are just beyond the capability of the team. (I've found that it's better to ...

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