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 'success'
Jean Cunningham

Jean Cunningham: The culture transformation through personal engagement is the only chance of success for a “lean transformation”

By Jean Cunningham, - Last updated: Saturday, January 5, 2013
The role of the KPO is to launch the lean understanding in the organization by piloting and proving concepts and then later supporting the pull from the rest of the leadership for support/mentoring. Ultimately the KPO is the source of all future leaders in the organization as part of the organizational development efforts. I strongly support the idea of all the KPO team members sourced from within the company and using external coaches to develop this team. Why? Because the internal people know the business best and the lean concepts are not difficult to learn from external coaches. Additionally, this dramatically reduces the cost of the lean start-up ...

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Pascal Dennis

Pascal Dennis: Success is the ennemy of future success

By Pascal Dennis, - Last updated: Friday, September 23, 2011
Building on Steven's thoughts, True North entails developing a clear picture of a) Ideal condition, and b) Target condition. As Steven suggests, at the process level, this means answering questions like: "Is the process behaving as expected?" Corollaries: Do I understand my process?  Is our hypothesis sound?  If not, how do we adjust it? "Is there creative tension in our management process? Corollaries: Are problems visible?  Are we challenging ourselves or simply resting on our oars? True North works much the same at the broad strategic level. In my view, its purpose, at each "level of magnification", is to create discomfort, and reflection (hansei) thereby. Wakefulness, if you will Success is the enemy of future success. Perhaps ...

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Jeff Liker

Dan Jones: How to Judge the Success of Lean?

By Jeff Liker, - Last updated: Friday, June 17, 2011
Lean is a journey and to my mind the best way of judging success is by how much people have learnt so far and how ready they are to take the next leg of the journey. I often meet people who tell me that “Lean has changed their lives”. While this certainly makes writing books worthwhile it also presents an opportunity to ask some probing questions. Can they show me how lean has changed the way they work with their colleagues and the things they are working on? Are they for instance really working together in teams, defining their own standard ...

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Art Smalley

Art Smalley: Lean Success

By Art Smalley, - Last updated: Tuesday, May 31, 2011
We have discussed the topic of why so few companies really show substantial progress when it comes to lean implementation quite a few times on this web site. I won't rehash all those topics in detail since they are available for those interested in a variety of different posts by different authors. For the last decade or more I have been lamenting about this topic in speeches, articles, interviews, and client discussions, etc. At least I am not the only one unhappy with the state of lean these days. One of the best ways to improve is to study failures ...

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Jamie Flinchbaugh

Jamie Flinchbaugh: How would you measure lean success?

By Jamie Flinchbaugh, - Last updated: Sunday, May 29, 2011
The question asked was "what counts as 'lean success'?" Albert Einstein once said: Not everything that counts can be counted, and not everything that can be counted counts. I see most people making mistakes when trying to evaluate success. They try to measure lean success as if it is a program. What's the easiest way to measure a program? Activity! Yet we should not confuse activity with productivity. Lean programs are measured by means such as the number of people trained or the number of improvement events held, yet these activities do not a lean journey make. They are only inputs. And even ...

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Mike Rother

Mike Rother: How to Measure Lean Success

By Mike Rother, - Last updated: Saturday, May 28, 2011
Question: How would you define lean success? Manufacturers have made many improvements in quality and productivity. There’s no question that our factories are better than they were 20 years ago, and that significant progress toward world-class manufacturing status has been made. But the world doesn’t stand still. A question for me is how organizations can keep improving and adapting - systematically - along unpredictable paths, as a part of what they do every day. Capability development So I agree with Jeff Liker that there is no end point to lean success, only transformation leading to continuous improvement toward your vision (which, by ...

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Jeff Liker

Jeff Liker: there is no end point to lean success, only transformation leading to increased performance

By Jeff Liker, - Last updated: Friday, May 27, 2011
Great question!  We thought we might sneak in over the fence unnoticed with that one.  The reality is an Industry Week survey like that one, that purportedly measures achievement of results, is purely subjective and depends highly on what the "anticipated results" are as the question suggests.  It tells us little about the actual success of the lean programs.  We were using it as it was one easy to understand factoid that shows companies are struggling with their lean programs because of the way they view them and approach them so it was convenient.  Let us assume that they are ...

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The Lean Edge

The Lean Edge: what counts as “lean success”?

By The Lean Edge, - Last updated: Friday, May 27, 2011
Jeff Liker and Mike Rother wrote a piece for LEI called "Why Lean Programs Fail ." They cited an IndustryWeek survey that said only 2% of companies achieved their "anticipated results." Can the Lean Edge authors share their thoughts on how you would define "lean success?" Do companies not achieve anticipated business results because they expect too much too quickly? Is a company only a "lean success" if they have fully transformed their culture? (download article)
Art Smalley

Art Smalley: Lean Success Stories – The Good, The Bad, & The Ugly

By Art Smalley, - Last updated: Monday, July 12, 2010
I appreciate the reality that people need to see success stories about Lean or any topic for that matter in order to further their interest with the topic and move onto action. We are all somewhat risk averse by nature I suspect due to the way we evolved. For example you go over there and eat the purple berry on the bush and if you survive then perhaps I'll give it a try! Implementing Lean or any improvement methodology has a bit of that conservative bias to overcome. If you are interested in some Lean success stores then I recommend reading ...

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Steven Spear

Steve Spear: Lean is about making clear and explicit the best known approaches to achieving success

By Steven Spear, - Last updated: Sunday, July 11, 2010
Sales and marketing may seem a far cry from the production shop floors on which 'lean' was first observed.  Nevertheless, that type of work lends itself to exactly the same disciplines of rigorous discovery that allowed Toyota to come from beyond, over take its rivals, and run away from the field. There is a mistaken notion that the essence of 'lean,' as an approximation of the Toyota Production System, is the stabilization of processes, heretofore chaotic, as an endpoint in and of itself. Not so when practiced by the masters.  'Stabilization,' or more generally 'specification' is both a means of making clear ...

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Mike Bosworth: Lean Success Stories

By , - Last updated: Sunday, July 11, 2010
“For someone involved with sales and marketing, like myself, lean is intriguing but not defined enough for a lay person without hearing more success stories. What would be your best success stories to illustrate what lean is all about?”
Michael Balle

Michael Ballé: Define Success as Learning, and the Culture Will Follow

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Saturday, June 19, 2010
Culture is largely about how you define success, and the acceptable means to obtain this success. Within lean programs, the issue of failure rarely comes up because we define success as learning, and failure and success are intimately linked in the process. What we do find, is that some people take to it quite naturally, while others adamantly refuse to learn, whatever the consequences. I was recently on the shop floor in an automotive supplier plant with the operations manager, the plant manager and the area manager. They’d been working with lean for a number of years and had implemented several ...

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