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 'teach'
Jeff Liker

Jeff Liker: Changing the structure doesn’t change the work – don’t reorganize, teach teamwork

By Jeff Liker, - Last updated: Saturday, June 23, 2012
I often think that questions like this suggest a misunderstanding of the problem.  Simply stating the problem is we have silos and we want to turn the organization sideways to focus on business processes is not a  good problem statement.   Presumably there is a process that cuts across silos and the silos need to work together to solve specific problems to achieve specific objectives. The reason they currently do not work together to solve those problems is because of the history of the company, what they were taught, how they are evaluated, and how they have been led.  Organizations often ...

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Pascal Dennis

Pascal Dennis: Our business & professional schools teach us to think in a way inimical to learning

By Pascal Dennis, - Last updated: Monday, April 9, 2012
Why Are Learning Organizations So Scarce? A billion dollar question... There are many root causes, which my Lean Edge colleagues will no doubt explore at length. Here's one that I find compelling: Our business & professional schools teach us to think in a way inimical to learning. Here are some of the mental models I picked up at engineering and business schools: 1) We are very smart and successful 2) We can manage from a distance, by the numbers. Corollary: What can front line people possibly teach us? 3) Everything wraps up nicely -- just like an MBA case study. 4) Problems are bad things -- smart, successful managers like us shouldn't have problems! 5) ...

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Mike Rother

Mike Rother: How to Teach Lean Thinking and Acting

By Mike Rother, - Last updated: Monday, October 11, 2010
Question: I’m being told to delegate more lean issues to my line managers, but many of them do not rise to the challenge, resist or ignore the improvement work we're trying to do. What would be the lean way of dealing with this? I agree completely that just delegating will not change anything. Human perception, which determines behavior, relies heavily on past experience. Perception is changed through new experiences. In that last sentence lies the opportunity for change, and an answer to your question about how to get your line managers to rise to the challenge of continuous improvement. Skills and mindset can ...

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Michael Balle

Michael Ballé: Pick to light and learning to teach Jidoka

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Tuesday, August 10, 2010
It's not 100% pure jidoka as Art would have it because the machine itself never detected the defect - the operator still did, but I recently saw an application of "pick-to-light" in a semi-automatic assembly process: this is an automated line where operators fit parts into the machines which then assembles the product on palets, to end up with a final product. In this process, the plant had greatly progessed by simply noting defectives on the production analysis board, reacting rapidly and building up pareto charts to help them focus on the main problem. These actions allowed them to reduce considerably ...

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Mike Rother

Mike Rother: Can You Teach Lean without Bullying People?

By Mike Rother, - Last updated: Monday, January 4, 2010
Question:  Can you teach the lean ideal of respecting people without actually bullying them? It depends on what you mean by respecting people and by bullying. Toyota lists the five principles that underlie its managerial approach and business methods as Challenge, Kaizen (improvement), Genchi Genbutsu (go and see), Respect, and Teamwork. Interestingly, outside of Toyota lots has been written about the last four, but the principle that Toyota lists first -- Challenge -- has been overlooked. Yet based on my research, what Toyota is doing is very much about challenge, which can be defined as "a test of one's abilities or resources in a demanding but stimulating ...

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Sandrine Olivencia

Tom Ehrenfeld: Can you teach the lean ideal of respecting people without actually bullying them?

By Sandrine Olivencia, - Last updated: Wednesday, December 23, 2009
From a distance, lean looks like such a nice, humanistic improvement approach—one that treats people with respect and generates knowledge from the ground up. That’s all well and good, but the practice of teaching, and doing, lean invariably involves conflict, frustration, and, to be honest, what seems like a fair amount of bullying from superiors to prod their employees to “get it.” Isn’t the reality of doing lean far more frustrating and conflicted than one would think? How do you get people on board in a meaningful way? How do you teach the gospel of respecting people without bullying them ...

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