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 'team'
Joel Stanwood

Joel Stanwood: Key competencies to hire a team leader for the Kaizen Promotion Office?

By Joel Stanwood, - Last updated: Sunday, November 9, 2014
What would you say the most pertinent competencies are for a team member to be promoted to join an internal Lean team (Kaizen Promotion Office) whose responsibility is training and facilitating Kaizen?
Karen Martin

Karen Martin: Start with a demonstration activity and engage the leadership team

By Karen Martin, - Last updated: Saturday, February 8, 2014
While I agree whole heartedly with all of the responses so far, I'm going to offer an alternative viewpoint from pragmatic perspective. Many of the organizations I've worked with that have made significant progress on the Lean journey, didn't begin with the ideal: "what problem do you want/need to solve?" In several cases, they had no idea what Lean was; they simply knew that they wanted to improve their performance. So I've often started with a "demonstration activity" to get their feet wet, expose them to Lean thinking, and show them the world they could head into. In most of ...

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Steve Bell

Steve Bell: Leading your team in the practice of collaboration and experimentation

By Steve Bell, - Last updated: Saturday, September 7, 2013
Not only can you contribute, but you and your teams should play a significant role. Over the past several years I’ve seen an interesting trend emerge. It wasn’t all that long ago when the enterprise avoided involving IT in a Lean transformation. Often, Lean practitioners viewed IT as an impediment to continuous improvement. And sometimes they were right – historically IT has often been unnecessarily complex, costly, risky, unreliable, and resistant to change. Fast forward a few years. CIO’s, seeing the gains realized by their operations colleagues, began applying the principles of Lean (through such disciplines as Agile, Scrum, and ITIL) ...

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Joel Stanwood

Joel Stanwood: Why has the Lean movement largely failed to capture the imagination of the sales team?

By Joel Stanwood, - Last updated: Sunday, November 25, 2012
Most management teams who testify to having implemented Lean will describe financial impact in terms of shop floor efficiency improvement – direct labor productivity, overtime reduction, inventory velocity, floor space utilization, etc. Paradoxically, in terms of company economics, the most alluring promise of Lean is to boost sales, delivering ever higher variable contribution margins while delighting customers and winning in the marketplace. Yet the language of Lean to unlock the growth engine of the company rarely enters the sales vernacular, and in general, sales professionals are far less likely to ...

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Tracey Richardson

Tracey Richardson: We all individually had standards we followed as well as the team collectively and upward

By Tracey Richardson, - Last updated: Tuesday, June 5, 2012
I think from my 10 years at Toyota (TMMK) standards were the basis for everything we did, including 5S.   It really was the key to our success and the infrastructure for the culture.  Having the unique opportunity to be a team member, team leader and group leader within the company it was important to understand that we all individually had standards we followed as well as the team collectively and upward. As some have stated, standards were there for us to understand when an abnormality occurred so at an individual level we understood the expectations and what resources it took to ...

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Jim Huntzinger

Jim Huntzinger: Be Like Coach – What underlies the Team

By Jim Huntzinger, - Last updated: Friday, May 13, 2011
I believe Pascal really hits the point well.  I also love his Coach Wooden reference so I will reference Coach as well.  The underlying principle and practice is the focus on developing the individual as a precursor to developing the team.  You cannot have a strong team without strong (well –developed) individuals – or, at least, cannot sustain any reasonable level of teamwork without well-developed members.  This was the objective of the TWI Program – developing the skills of individuals so that they can better contribute to the larger organization.  This is also why it laid the ground work for ...

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Pascal Dennis

Pascal Dennis: Team members have clearly defined & interconnected roles, which in turn, depends on shared purpose

By Pascal Dennis, - Last updated: Tuesday, May 10, 2011
What is teamwork? In my view, a team is an organized group of people with a clearly defined goal. "Organized" means team members have clearly defined & interconnected roles -- which in turn, depends on shared purpose. In the absence of latter, our discourse inevitably devolves into random opinions, factoids and, often, recrimination. "If only those bozos in... would do their jobs!" Shared purpose shifts our thinking to: "Just how are we going to achieve that objective?" (Or "target condition" -- tip of the hat to Mike Rother) What sort of objectives are most compelling & effective? Objectives that are just beyond the capability of the team. (I've found that it's better to ...

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