<?xml version="1.0" encoding="utf-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>Management Meditations &#187; Lean Culture</title>
	<atom:link href="http://www.lmmiller.com/blog/category/lean-culture/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.lmmiller.com/blog</link>
	<description>Navigating the Shores of Lean Management with Lawrence M. Miller</description>
	<lastBuildDate>Wed, 01 Feb 2012 02:08:54 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=3.3.1</generator>
		<item>
		<title>Straight Talk: Avoid the Con of Quick and Easy Lean</title>
		<link>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/</link>
		<comments>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/#comments</comments>
		<pubDate>Wed, 01 Feb 2012 01:20:19 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Corporate ethics]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[consulting]]></category>
		<category><![CDATA[Lean culture]]></category>
		<category><![CDATA[lean leadership]]></category>
		<category><![CDATA[Toyota Production System]]></category>
		<category><![CDATA[TPS]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1160</guid>
		<description><![CDATA[Lean is a strategic initiative that will require at least three to five years for any organization of size. It is a lifestyle change, not a diet. There are too many false promises of quick and easy gains and too many consultants selling executives what they want, and not what they need.  <a href="http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>New Year&#8217;s Resolutions That will Have an Impact</title>
		<link>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/</link>
		<comments>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/#comments</comments>
		<pubDate>Tue, 03 Jan 2012 19:44:44 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Team Development]]></category>
		<category><![CDATA[Aubrey Daniels]]></category>
		<category><![CDATA[Continuous Improvement]]></category>
		<category><![CDATA[design of experiments]]></category>
		<category><![CDATA[Four-to-One]]></category>
		<category><![CDATA[Fran Tarkenton]]></category>
		<category><![CDATA[Gemba]]></category>
		<category><![CDATA[Good to Great]]></category>
		<category><![CDATA[Industry Week]]></category>
		<category><![CDATA[Jim Collins]]></category>
		<category><![CDATA[lean organization]]></category>
		<category><![CDATA[Ogden Lindsley]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1099</guid>
		<description><![CDATA[Beginning the new year is a good time to reflect and make commitments to change our own behavior in some way that will have a positive impact on others. Here are some suggestions.  <a href="http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/01/03/team-development-and-action-learning/new-years-resolutions-that-will-have-an-impact/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>How You Change Is The Change</title>
		<link>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/</link>
		<comments>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/#comments</comments>
		<pubDate>Tue, 06 Dec 2011 20:42:03 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1087</guid>
		<description><![CDATA[Today the following article was published in Industry Week&#8217;s Continuous Improvement Newsletter. Lean Management is not a change methodology; it is a destination, a desired set of practices and culture. How you get there will determine the outcome. There are &#8230; <a href="http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/12/06/organization-design-and-process-improvement/how-you-change-is-the-change/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Lean Healthcare</title>
		<link>http://www.lmmiller.com/blog/2011/11/06/organization-design-and-process-improvement/lean-healthcare/</link>
		<comments>http://www.lmmiller.com/blog/2011/11/06/organization-design-and-process-improvement/lean-healthcare/#comments</comments>
		<pubDate>Sun, 06 Nov 2011 13:45:30 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Healthcare Lean]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1077</guid>
		<description><![CDATA[Over the past months I have been working rather intensely with a Canadian healthcare organization, the Victorian Order of Nurses (VON). This work has made very clear in my mind two things: first, that healthcare is in need of lean &#8230; <a href="http://www.lmmiller.com/blog/2011/11/06/organization-design-and-process-improvement/lean-healthcare/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/11/06/organization-design-and-process-improvement/lean-healthcare/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Lean Culture and Continuous Improvement Require Enabling Structures</title>
		<link>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/</link>
		<comments>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/#comments</comments>
		<pubDate>Thu, 01 Sep 2011 19:14:05 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1058</guid>
		<description><![CDATA[Lean management requires a rethinking of the structure of organizations, the formation of teams, and a "whole-system" understanding of the organizational system. Even how we structure the change process may result in a failure to address the root cause of waste and quality problems.  <a href="http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/09/01/organization-design-and-process-improvement/lean-culture-and-continuous-improvement-require-enabling-structures/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Lean Leadership &#8211; The ONE Quality that Matters Most</title>
		<link>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/</link>
		<comments>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/#comments</comments>
		<pubDate>Wed, 20 Jul 2011 21:13:11 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[Abraham Lincoln]]></category>
		<category><![CDATA[B. F. Skinner]]></category>
		<category><![CDATA[Jim Collins]]></category>
		<category><![CDATA[lean organization]]></category>
		<category><![CDATA[learning organization]]></category>
		<category><![CDATA[Peter Senge]]></category>
		<category><![CDATA[Rupert Murdoch]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1031</guid>
		<description><![CDATA[Rupert Murdoch's first remark in his testimony before Parliament was that this was the most humble moment of his life. No doubt true. Hubris, rather than humility has led many companies over the cliff of disaster. The quality most required of those leading continuous improvement is the opposite of hubris, it is humility, the antecedent to learning. Lean leaders develop an attitude of science, the ability to experiment, learn from the data, and try again. Lincoln's victory over General Lee was a victory of humility over hubris. <a href="http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/feed/</wfw:commentRss>
		<slash:comments>9</slash:comments>
		</item>
		<item>
		<title>Survey Results: Execution and Importance of Lean Culture and Leadership Factors</title>
		<link>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/</link>
		<comments>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/#comments</comments>
		<pubDate>Tue, 28 Jun 2011 17:10:26 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[lean leadership]]></category>
		<category><![CDATA[lean organization]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=887</guid>
		<description><![CDATA[Eighty-two lean implementers contributed their opinions to this survey. I have processed the data from this survey and written a report, which I hope you will find interesting and useful. You can download a report and analysis of the data and you can download the complete survey results and do your own analysis. I think the data on both importance and execution of lean cultural factors will help you in your efforts to convince your managers about the importance of their leadership behavior to your lean journey. <a href="http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>To Believe or To Behave: Which Comes First?</title>
		<link>http://www.lmmiller.com/blog/2011/06/06/organization-design-and-process-improvement/to-believe-or-to-behave-which-comes-first/</link>
		<comments>http://www.lmmiller.com/blog/2011/06/06/organization-design-and-process-improvement/to-believe-or-to-behave-which-comes-first/#comments</comments>
		<pubDate>Tue, 07 Jun 2011 01:00:28 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[behavior change]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[complex systems]]></category>
		<category><![CDATA[culture]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=711</guid>
		<description><![CDATA[Changing the culture requires both behavior and belief. C.S. Lewis said “The rule for all of us is perfectly simple. Do not waste time bothering [determining] whether you [believe you do or must] ‘love’ your neighbour; [simply] act as if you did. As soon as we do this we find one of the great secrets. When you are behaving as if you loved someone, you will presently come to love him.”  <a href="http://www.lmmiller.com/blog/2011/06/06/organization-design-and-process-improvement/to-believe-or-to-behave-which-comes-first/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/06/06/organization-design-and-process-improvement/to-believe-or-to-behave-which-comes-first/feed/</wfw:commentRss>
		<slash:comments>10</slash:comments>
		</item>
		<item>
		<title>When Small Things Make a Big Difference: Motivation by Tipping the Scales</title>
		<link>http://www.lmmiller.com/blog/2011/06/02/team-development-and-action-learning/when-small-things-make-a-big-difference-motivation-by-tipping-the-scales/</link>
		<comments>http://www.lmmiller.com/blog/2011/06/02/team-development-and-action-learning/when-small-things-make-a-big-difference-motivation-by-tipping-the-scales/#comments</comments>
		<pubDate>Thu, 02 Jun 2011 20:09:58 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[Team Development]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=526</guid>
		<description><![CDATA[Even in a lean organization or culture there is a need to provide motivation and correct performance problems. Most behavior in the work setting is a result of the balance of consequences acting on that behavior. A slight shift in the balance of consequences can result in a large change in organization performance.  <a href="http://www.lmmiller.com/blog/2011/06/02/team-development-and-action-learning/when-small-things-make-a-big-difference-motivation-by-tipping-the-scales/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/06/02/team-development-and-action-learning/when-small-things-make-a-big-difference-motivation-by-tipping-the-scales/feed/</wfw:commentRss>
		<slash:comments>14</slash:comments>
		</item>
		<item>
		<title>Company Wide Lean Implementation</title>
		<link>http://www.lmmiller.com/blog/2011/04/02/organization-design-and-process-improvement/company-wide-lean-implementation/</link>
		<comments>http://www.lmmiller.com/blog/2011/04/02/organization-design-and-process-improvement/company-wide-lean-implementation/#comments</comments>
		<pubDate>Sat, 02 Apr 2011 20:27:57 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=507</guid>
		<description><![CDATA[Many senior executives have struggled and failed to gain the advantage of a multi-site or dispersed organization. Instead of capitalizing on the potential value of multiple sites for learning, it seems that too often the same lessons have to be learned over and over again without any shared learning. This is a failure of senior management. In a lean organization, managing learning and improvement is THE primary function of senior managers in addition to deploying capital. <a href="http://www.lmmiller.com/blog/2011/04/02/organization-design-and-process-improvement/company-wide-lean-implementation/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/04/02/organization-design-and-process-improvement/company-wide-lean-implementation/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
		</item>
	</channel>
</rss>

<!-- Performance optimized by W3 Total Cache. Learn more: http://www.w3-edge.com/wordpress-plugins/

Page Caching using disk: enhanced
Database Caching 1/48 queries in 0.028 seconds using disk: basic
Object Caching 777/914 objects using disk: basic
Content Delivery Network via N/A

Served from: www.lmmiller.com @ 2012-02-06 09:39:31 -->
