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 'respect'
David Meier

David Meier: Respect doesn’t mean that pamper or coddle people. Attitudes issues are adressed one on one

By David Meier, - Last updated: Saturday, August 2, 2014
Sheesh I am not sure where we got the idea that respect for people means we all stand around and sing Kumbaya! It certainly does not mean that you are unable to address performance issues! Here are a few statements from Toyota about respect- -"We respect people by challenging them." (giving people legitimate challenges to improve and use their thinking and ability to make the process better). People like challenges, but they also like to succeed and the reward of success is sweet. -"Respect does not mean that we pamper or coddle people. Living the Toyota way of life is difficult." (paraphrase ...

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Orry Fiume

Orry Fiume: The CEO must remove all barriers to lean, and some barriers are people. If one person must leave the company, do so with respect

By Orry Fiume, - Last updated: Friday, August 1, 2014
The problem that you cite is a common one. Below is an excerpt from an article that I wrote for the Journal for Organizational Excellence a few years ago. The at the beginning of the article explains that Lean is a Strategy, not a manufacturing tactic or cost reduction program. This excerpt is the part of the article that discusses things the CEO must do to increase the likelihood of a successful transformation: Mandate Lean. Perhaps the most important Lean “intervention” by Wiremold’s CEO was to make it clear that opting out of the Lean strategy was not a choice ...

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Arthur Byrne

Art Byrne: How much respect do you show your people?

By Arthur Byrne, - Last updated: Sunday, July 6, 2014
He should a] get someone to help him that understands what to do and how to go about it. The right outside consultant and a strong internal KPO would help a lot. And, b] he should examine his own behavior and approach. Does he show respect for people. Does he communicate well to all stakeholders. Is he hands on and leading or does stay in his office and issue orders. Does he create a culture where it is ok to fail or is a culture of fear. Is he approachable and liked by his workforce or standoffish where people aren¹t sure how to take him. My guess is ...

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Jeff Liker

Jeff Liker: You must balance the principle of “build to takt” with the principle of “heijunka,” and the principle of “respect for people.”

By Jeff Liker, - Last updated: Tuesday, February 7, 2012
I appreciate this question from Jean-Baptiste Bouthillon who himself has become a serious student of lean and had to make decisions like this for his construction company.  I will start with his assumption that "production must follow the takt of customer demand."  It is always dangerous to take an ideal principle and turn it into a prescriptive statement.  "The ideal is working to achieve production to takt" is different then "thou shall always build to takt."  The ideal is a True North direction that you are working toward and you want it engrained into your DNA as it is a ...

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Jeff Liker

Jeff Liker: The essence of the Toyota Way is respect for people and continuous improvement

By Jeff Liker, - Last updated: Wednesday, January 12, 2011
I read Mike Rother's response and he gives an excellent  detailed explanation beyond which I will undertake.  I think there are two problems suggested by the question  First, the definition of lean as "eliminating waste" is inherently limiting.  Second, there is an implicit assumption that everything one should do should eliminate waste, and no activities should be undertaken that actually are not considered "value-added activities." These are both limiting assumptions.  Here are some examples of wasteful activities one would eliminate if we make these two assumptions: --all maintenance, especially preventative maintenance -- any inspection --any material handling --any accounting I could go on but you get ...

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Mark Graban

Mark Graban: Lean is about continuous improvement and respect for people

By Mark Graban, - Last updated: Monday, November 22, 2010
As helpful as Wikipedia can be, it's also not the definitive source on many topics. In this case, the description of "Lean" is sorely lacking the people element. Lean and the Toyota Way are about both "continuous improvement" and "respect for people." Taiichi Ohno wrote that these were "equally important pillars." Equally important - let's emphasize that. Too many organizations focus on just the "continuous improvement" piece, even if "continuous" means a series of infrequent kaizen events to them. We have to focus, also, on the people side of things. One could argue if you focus ONLY on the people side, ...

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Mike Rother

Mike Rother: Respect for People

By Mike Rother, - Last updated: Sunday, November 21, 2010
Question:  How do you define respect for people within the lean approach? I think "respect for people" is often interpreted as be nice. I‘d like to comment on another perspective, as suggested by this illustration from Toyota Kata: In studying Toyota I often got the impression that respect for people means that it's disrespectful of people to not utilize their human capability to learn and to grow. That is, each person’s working day would ideally include some challenge, and each person is being taught a systematic way of meeting challenges. I’m not suggesting that all of our work needs to be a challenge, nor ...

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Art Smalley

Art Smalley: Respect for People

By Art Smalley, - Last updated: Friday, November 12, 2010
About a decade ago Toyota simplified its philosophy down to the two pillars mentioned - continuous improvement and respect for people. It is true that you won't find much written about "respect for people" but that is not to say that Toyota does not emphasize the concept in some obvious ways. The roots for the concept inside Toyota at least date back to Sakichi Toyoda's founding precepts in the 1930's or earlier depending upon the version. I think it is worth pointing out that the TWI training that Toyota implemented in the early 1950's from the United States after World War ...

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Michael Balle

Michael Ballé: LEAN = KAIZEN + RESPECT

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Monday, November 8, 2010
Respect-for-people has been there all along in TPS thinking and is clearly mentioned in the early 1977 paper on the Toyota Production System and kanban, yet this aspect of the lean system has never received as much interest as, say, kanban cards. One common explanation is that, outside of Toyota, any company’s culture will “fight” more strongly people-related ideas than technical tools, but maybe it’s the other way around; Maybe tools make it easy to experiment with and deploy whereas general “fuzzy” concepts are hard to operationalize in practice. The question, I believe, is what does “respect” mean in operational terms ...

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Jim Huntzinger

Jim Huntzinger: Respect for People is Getting Your Hands Dirty

By Jim Huntzinger, - Last updated: Thursday, November 4, 2010
There are multiple ways and methods to define respect for people.  Instead of specially defining it, I will give an example which illustrates one aspect of respect for people based on my experience. Note:  At the time of my story, I was not thinking about respect for people in the context of TPS, although I knew about it.  I was only thinking about my activity in the context of TPS as; I needed to get tasks done in order to get the lines running and flow functioning.  Only in reflection, many years later, did I grasp the function of respect for ...

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The Lean Edge

The Lean Edge: How do you define “Respect”?

By The Lean Edge, - Last updated: Thursday, November 4, 2010
We're taught the lean approach is about "continuous improvement" and "respect for people." Most lean material is about continuous improvement. How would you define "respect"? What practical experience could you share with companies that use respect as an operational business practice?
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