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 'steven'
Steven Spear

Steven Spear: Accelerated learning of what to do and how to do it

By Steven Spear, - Last updated: Wednesday, April 1, 2015
Certain organizations “punch above their weight,” generating far more value (that accrues to everybody, not just customers or just shareholders, etc.), faster, and more easily. This despite them having access to the same technical, financial, and human resources as all their counterparts——and thereby enjoying the same advantages and suffering the same constraints.(1) The difference? They know much better what to do and how to do it, so operate on a frontier of speed, timeliness, efficiency, effectiveness, safety, security, and so forth others barely perceive. As with all knowledge, the source of ...

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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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Steven Spear

Steven Spear: Innovation is the reward of mastery

By Steven Spear, - Last updated: Friday, May 14, 2010
There is a conventional wisdom that 'lean' and other efforts towards process excellence and 'innovation' conflict, the former about standardization and rigidity, the latter about free-flowing creativity. There are reasons for those wisdoms, but they miss the significant complement between rigor in design and speed in improvement. Lean grew out of efforts in the 1980s to understand Toyota's success catching American auto makers. People found approaches, particularly in the shop floor environment that allowed select organizations to operate with far greater stability and far less chaos than was the norm elsewhere. That stability and order led to far better ...

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