Category: Lean Culture

Creative Destruction and Transformational Change

This is about lean management and organizational change. It is about adaptation to disruptive technology and markets. The ability to adapt your organization’s capabilities to changing technology and markets is, in itself, a core competence required of every organization today. And, continuous improvement will not get you there. Disruptive technologies and markets require transformational change, revolutionary rather than evolutionary, not simple problem solving or continuous improvement.

The lean management process or Toyota Production System is founded on continuous improvement. But that continuous improvement is built on top of a stable platform that is aligned with a relatively stable market. Cars still have four wheels, for the most part still have an internal combustion engine; but, they don’t fly and they don’t travel over the Internet. But, what if technology completely disrupted the business model. And, how do you transform to adapt to disruptions?

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Quality of Work Life and the Toyota System

Books on lean management and the Toyota Production System are too often presented as if this system has been a virtual heaven of production efficiency and worker satisfaction. In the author’s enthusiasm, questions about...

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Dr. Deming: Joy at Work, Happiness, & the High Performance Organization

Dr. Deming was fond of promoting the idea that every employee should be able to achieve joy at work and that joy would lead to improved quality and performance for the organization. The research on happiness supports the value of his intuition. Seeking happiness is consistent with seeking a high performance organization.

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Fast Cycle Lean and the Rebirth of American Manufacturing at GE’s Appliance Park

The return of jobs by GE to its Louisville Appliance Park is the best evidence yet of a new trend and it is important that every company engaged in manufacturing consider the key elements that make this a sound business decision. It is an example of “macro-lean”, the creation of processes that unite major functions in the organization.

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The Lean Culture Challenge: Can You Graduate from the 5S’s to The 7S’s that Really Matter?

Doing 5S is easy because it requires nothing of executives and very little if any change in the behavior of managers. It does not disrupt their world. And, that is exactly why it does not address the big issues that drive the culture and competitiveness of any organization. Real competitive advantage is derived from internal strategy, building the capabilities of the organization, and that requires managing the Big Seven S’s of organization culture.

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