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
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Michael Balle

Michael Ballé: Think of outsourced value in terms of capability and capacity

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Friday, November 29, 2013
One company I know manufactures high-tech equipment with fairly sophisticated human-machine interface screens. One day, we were with the CEO in the local Apple store wondering how come we used a piece of kit worth twenty times an iPad with less functionality. As the CEO followed that thought, he also discovered there existed an open-sourced interface software that served as a standard for human-machine interface in the industry. The company had been so wrapped up in building its own no one had ever noticed. So, definitely, yes, outsourcing makes a lot of sense for any module not part of your core ...

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Michael Balle

Michael Ballé: Learning To Think in Terms Of Lead Time

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Saturday, May 1, 2010
"Some people imagine that Toyota has put on a smart new set of clothes, the kanban system,” writes Shigeo Shingo more than twenty years ago, “so they go out and purchase the same outfit and try it on. They quickly discover they are much too fat to wear it! They must eliminate waste and make fundamental improvements in their production system before techniques like kanban can be of any help.” Lean IS about having no back-up inventory (or at least not much) and no workaround system, but it’ about getting there, not deciding this arbitrarily. We’ve all seen companies who do ...

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