The emerging buzz these days is to expand the use of Toyota's A3 reports from a tool to engage mid-level managers in improvement to a tool for changing business leaders beliefs and behaviors. Recent examples include "The Power of Personal Yokoten" to change beliefs and "Four Things to Remember When … [Read more...] about Methods for Changing Leaders: A3 or Kaizen?
Karl: What you are trying to do is get people to wake the fuck up. Isn't that right?Bob E. Yes, that's right.Karl: People need to wake the fuck up. Lean management, TPS, or any effort with the wholesome intention of "change for the better," is destined to struggle or fail if people won't wake … [Read more...] about Recent WTFU Articles
Nothing disappoints me more than to see my impassioned colleagues labor to advance Lean management using arguments that go back 100 years and which are known to be ineffective. What the purpose of doing that? Is it stubbornness, ignorance, clinging to an outdated worldview, or an inability to … [Read more...] about Ahead Yet Still Far Behind
The Lean Global Healthcare Initiative recently came out with a white paper titled "5 Guiding Principles to Transform Healthcare." Its purpose is to accelerate the 10 years that it takes to "reshape management systems and leadership behaviors" given the "pressing issues facing the industry today: … [Read more...] about Critique of “5 GUIDING PRINCIPLES TO TRANSFORM HEALTHCARE”
In America and elsewhere, many people look to the Lean Enterprise Institute (LEI) and its global network for leadership in the long fight to advance Lean management. People look to these organizations for new ideas and as inspiration to carry forward progressive management and progressive … [Read more...] about Energizing the Lean Movement
Some three decades ago when Lean came to the fore, various assumptions were made about business and leadership. What if those assumptions were wrong? For example, what if business is not all about money-making? What if the true nature of executive leadership was misunderstood? If the assumptions … [Read more...] about What If….?
Many of you have heard Art Byrne say: "about 95 percent of all lean conversions fail." To that I'll add: "about 95 percent of all CEOs don't care about Lean." Despite our awareness of these long odds, I, like most Lean practitioners, continue to look for opportunities to promote Lean in my workplace … [Read more...] about Dr. Emiliani’s No’s for Lean
For a number of years, I have faced displeasure from some of the big names in Lean-world for my writings about Lean leadership and Lean management. These people, a core of ten or so in number (likely more), are mostly American, but some hail from other lands. My fundamental position in research and … [Read more...] about The Lean Whiners
Lately I've been speaking to many people from around the world about Lean leadership and Lean management. The conversations were very interesting and I have learned a lot. A common theme was that people are frustrated in their efforts to advance Lean in their organization. Some are doing well … [Read more...] about Lean Anguish