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 'solve'
Steven Spear

Steve Spear: How do temps fit in with See, Solve, Sustain, Spread

By Steven Spear, - Last updated: Sunday, March 23, 2014
Whether or not temporary workers are a benefit or a hinderance to an organization depends on how senior leadership chooses to employ them. First, we have to recognize that certain sectors have large fluctuations in work load——isn’t HR Block the single largest employer of temporary workers each tax season——that flexing headcount is unavoidable. Second, let’s recognize the dynamics by which exceptional performance altitude is achieved. It depends on having a steep ‘climb rate’ fueled by broad based, non-stop, high speed learning. It is in the learning that the link to positive or negative use of temporary workers comes in. Learning depends on seeing ...

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Steven Spear

Steven Spear: Start with a ‘model line’ so that leadership can learn to see and solve problems

By Steven Spear, - Last updated: Wednesday, February 5, 2014
Becoming an exceptional organization, one capable of short term reliability and longer term responsiveness and agility requires building skills that accelerate feedback, correction, and learning. The reliable mechanism is starting with a ‘model line’ incubator in which leadership is connected to creating and harnessing a problem seeing problems solving dynamic and then using that incubator as a developmental tool to propagate those skills broadly. PERFORMANCE LEVELS AS FUNCTION OF LEARNING RATE We get entranced by the difference in "performance altitude" between those who are exceptional and those who are typical. In doing so, we overlook the fact that superior altitude was ...

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Daniel Markovitz

Daniel Markovitz: Start by identifying a specific problem to solve

By Daniel Markovitz, - Last updated: Wednesday, February 5, 2014
Start with lean by identifying a specific problem to solve — preferably one that has a serious impact on the company’s ability to serve its customers. One company I know that has made incredible strides started its journey with the president (upon seeing their D/C filled to the ceiling with unshipped goods), setting a corporate goal for same-day shipment of orders. Once a problem has been identified, I believe that introducing the A3 as a tool to solve that problem is a great way to start. Doing an A3 correctly necessitates going to the gemba; engaging in conversation; showing respect; ...

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Pascal Dennis

Pascal Dennis: What problem are we trying to solve?

By Pascal Dennis, - Last updated: Wednesday, February 5, 2014
Very good question. Here are some thoughts for posting How Do I Start with Lean? I'd suggest you begin by asking the most basic & difficult question: "What problem are we trying to solve?" Growth? Profitability? Throughput? Quality? Safety? What are possible causes? Malignant market forces? Core technologies at risk of becoming obsolete? Empty new product pipeline? Decaying factories? Apathetic, stagnant or hostile work force? Dysfunctional mental models? You can begin your analysis with analytical tools, but please, get out of your office and confirm your analysis by seeing root causes with your own eyes. Thereby, you'll begin to develop a deeper understanding the chessboard, and of root causes ...

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Jean Cunningham

Jean Cunningham: A lean leader celebrates disclosing problems and other people’s abilities to solve them

By Jean Cunningham, - Last updated: Saturday, March 3, 2012
A lean leader celebrates disclosing problems. A lean leader celebrates other people's abilities to solve problems. A lean leader follows standard work themselves and expect it from everyone in the team.   A lean leader creates time for improvement and starts every meeting with "what have you improved since we last met?" A traditional leader celebrates good news.  A traditional leader promotes fire fighters. A traditional leader believes people have to be managed.  A traditional leader evaluates how closely the plan was followed. A traditional leader sets targets based on internal capability.
Michael Balle

Michael Ballé: Individual responsibility to solve problems with colleagues from other fucntions

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Friday, May 13, 2011
As I understand it, teamwork has a specific meaning within TPS: it’s about individual development through solving problems with others across functions. So, on the one hand, individual responsibility remains (one problem is owned by one person), but on the other this person cannot solve the problem alone but must collaborate with colleagues, and more specifically, colleagues from other functions. Interestingly, this definition doesn’t refer to “team building” – there is no notion of activities targeted towards developing a stronger team spirit. Also absent is the motherhood that “there is no “I” in the word TEAM” and that strong egos should ...

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Jeff Liker

Jeff Liker:continually assessing what customers want, striving for perfection in satisfying customers and in every aspect of our production and service process, developing in people the ability and motivation to detect and solve deviations from perfect one-piece flow, leaders who are developing in people the ability to continuous improve, and a long-term value of the enterprise on satisfying customers and contributing to society.

By Jeff Liker, - Last updated: Monday, November 22, 2010
As you know Wikipedia is a kind of public free-for-all in how different topics get defined and analyzed and this person got there and took the time to write something so I give them credit. In a book I and coauthors just completed that will be out in the winter, entitled:  The Toyota Way to Continuous Improvement, we argue that we may have misled the public through definitions of lean that focus on waste reduction.  If I may use a quote from that book: "At the risk of sounding disrespectful, what do all these people think they are doing by leaning ...

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Michael Balle

Michael Ballé: The leadership to learn to recognize the problems you create and lead the organization to solve them

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Thursday, February 25, 2010
There are reasons leadership gets stuck in a dysfunctional cycle. To get out of a bad-outcome pattern, you first have to admit to yourself that you will need to learn to dig yourself out of the hole. Sadly, I’ve met many leaders of companies in similar situations, and they are convinced that it’s a matter of making the right decisions and then executing ruthlessly. Unfortunately, they are blind to the fact that it is their very decision-making process (and not the big bad world out there) that delivers unsatisfying results. The decision-making framework assumes that 1) we already know all ...

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Michael Balle

Michael Ballé: Lean is about facing one’s problems and learning to solve them

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Thursday, December 24, 2009
Lean management is teaching the right people to solve the right problems the right way. None of this is easy. Senior management must agree to teach, not tell; middle managers must agree to learn. This is not easy and win/win doesn’t necessarily mean nice/nice. First off, it’s important to note that regardless how tough the managerial debate can become no serious lean practitioner has ever had a cross word for a frontline operator. In fact, many of the harshest discussions with middle-managers are about teaching respect for value-adding operators. The lean premise is that the people who add the value, who ...

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