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 'top'
Jeff Liker

Jeff Liker: Top leaders must go to the gemba to develop leadership in their middle-managers

By Jeff Liker, - Last updated: Saturday, May 9, 2015
The differences between top and middle management are not only in “developing a lean enterprise,” but they are in different positions in all regards. Let’s start with the assumption that a lean transformation is underway because the company is not already lean. In a traditional organization the top is responsible for results, usually to someone else like owners or a board of directors. They are looking at the enterprise level and trying to figure out the knobs and levers they can control to get the enterprise to deliver the results they are judged by. In reality they have only indirect ...

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Jean Cunningham

Jean Cunningham: It must feel lonely at the top!

By Jean Cunningham, - Last updated: Sunday, July 6, 2014
It must feel lonely at the top. If we approach this as a lean problem, then let’s work on that gap. He feels alone and wants other people related to the organization to be with him. Let’s consider many supporters as the desired state. Let’s consider getting such great results that the question of "how" never arises as the desired state. Using 5 Why’s, we can begin to attack both questions: 1) why does he not have more supporters of the methodologies (that he believes in) and 2) why is the performance not great enough to stand ...

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Pierre Vareille: How can lean survive a change in top management?

By , - Last updated: Wednesday, November 2, 2011
As we all know, Lean depends upon full support and real engagement from top management. However, this involvement cannot last forever, whereas Lean is a long multi-year or -decade journey. So the one-million-dollar question is: how can we make Lean survive a change in top management?
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