New Year’s Resolutions That will Have an Impact
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.
Read MoreCategory: Leadership
How You Change Is The Change
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.
Read MoreLean Culture and Continuous Improvement Require Enabling Structures
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.
Read MoreLean Leadership – The ONE Quality that Matters Most
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.
Read MoreCompany Wide Lean Implementation
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.
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