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 'specific'
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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Samuel Obara

Sammy Obara: It depends on how many people you really need to make the effort on this specific improvement to take place with its adequate adjustment of standards.

By Samuel Obara, - Last updated: Sunday, June 3, 2012
Maybe the core question ends up being:  whose role is it to improve? The question seems too simple now: When we say we are improving specifically the "standards", and if by that we mean improving standardized work and its three documents, then very often that is done by a team as small as 2 people, the team member and his supervisor (or many times a process engineer), who can document, do time taking, record steps on paper, etc. On an extended definition, I think that in most cases, when we say we are improving standards, it is implied that there has been an improvement in the process first, so ...

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Dave Brunt

Dave Brunt: What are the most difficult industries and activities to introduce lean to and why? In your experience, where have you found lean most difficult to introduce? What specific barriers have you come across? How have you overcome them?

By Dave Brunt, - Last updated: Wednesday, July 6, 2011
There is no doubt that there are many challenges that we face when we introduce lean - in fact we can come up with lots of examples in all the Ms - Man/Woman, Method, Machines, Materials, Measurements etc. However the lean community can cite examples that span economic sectors and different countries - varying from exemplar organisations outperforming their industry through to good isolated examples in business units. Given that there are examples across the economy, I wonder if there are some situational issues that make implementation harder in some instances. Here are some thoughts: Is there a business need? Ohno ...

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Jeff Liker

Jeff Liker: Communicate clearly improvement expectations, with specific objectives and work with each manager to develop a plan

By Jeff Liker, - Last updated: Monday, October 11, 2010
You said four very positive things in this question.  1)  You are the manager of the pilot site and you are taking responsibility for lean, 2) you are using a pilot site to gain experience and deep learning, 3) you have a lean sensei to teach you, and 4) the lean sensei is pushing you to delegate downward to get better sustainment.  Just by virtue of those four key points you are ahead of many companies that assign lean to a lean six sigma department to deploy broadly across the company with minimal ownership by management.  A good sensei will ...

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Mike Rother

Rob Austin: Can lean help operational managers realize specific targets on schedule?

By Mike Rother, - Last updated: Wednesday, January 6, 2010
As a financial manager, what I'd really like from operational managers is a commitment to realizing specific targets--cost reduction, productivity improvement, whatever--on a schedule. Then I want to see people work to deliver those results on schedule.  Can lean help me get that?
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