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 'starts'
Michael Balle

Michael Ballé: Strategy starts by grasping the situation on the the shop floor

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Tuesday, May 14, 2013
To be honest, I don’t believe I’ve ever gone into a company saying: OK guys, let’s do your Hoshin Kanri. Most companies have a management-by-objectives system in place, most companies do try hard to define overall goals and break them down into local objectives – and they certainly check performance against targets in order to pay out bonuses (or not). The question, to my mind, would be: what is specific about Hoshin Kanri that does better than ol’ fashioned management-by-objectives? Leadership is by and large about dictating what needs to be changed and carrying the changes through –hopefully for improved performance. ...

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Samuel Obara

Sammy Obara: Lean in Sales starts with Genchi Genbutsu and PDCA

By Samuel Obara, - Last updated: Monday, December 3, 2012
Interesting notes from different perspectives. The little I know about sales and its TPS practice comes from joint efforts when they were teamed up with us, production engineering, in my old days at Toyota. 1)      They did genchi genbutsu to its full extent.  A few examples:  Once, we went w/ sales people to the port of Santos in Brazil to follow up cars arriving from TMC to be sold in the Mercosur market.   Also, when in Japan, their first several weeks on the job included selling cars door to door.  Another example when I ...

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Art Smalley

Art Smalley: It starts with leadership

By Art Smalley, - Last updated: Sunday, June 27, 2010
How do you build a culture such that problems are seen as opportunities for improvement? It all starts at the top and cascades down from there in my opinion. Employees are somewhat like young children in a family. They tend to model and reinforce behavioral norms that they see around them especially traits from senior leaders. In Toyota's case there are lots of roots to examine that influenced the company's culture and development with respect to this dimension. For starters there are the five Toyoda Precepts attributed to founder Sakichi Toyoda and codified by his sons Kiichiro and Risaburo in 1935. ...

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