Blog posts on lean management

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  • TQM for the Water Business

    Deming did not like the term TQM. It was not defined, so each person using it meant something different. And the faddish nature of the term drew a large number of “hacks” (consultants who spoke with authority but without knowledge). Seeing the term TQM used now [2006] however, I find refreshing. To use the term TQM you must go against the temptation to talk only about the current fad (learning organizations, reengineering, balanced scorecard, six sigma, lean…). This author defines what he means by TQM...

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  • Toyota Homes

    I still am surprised Toyota isn’t doing more with mass transit but they obviously know more than me. Toyota partner robots are a good strategic vision in my opinion.

    ...

    Could Toyota’s efforts beyond automobiles create problems over the long term? Yes. But Toyota’s solid management system is built with the knowledge that change is inevitable (Toyota’s Early History – Toyota was a loom maker before moving into the automobile industry). If Toyota wants to prosper in the future it needs to contoinue to grow and adapt and take risks.

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  • Reducing Waste - Zero Waste to Landfill

    A great improvement strategy. Determine what you are trying to do. Understand the system. Set up process measures that measure that system. Improve the system and track the results. Repeat. Maintain focus over the long term. Result: success.

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  • How Toyota Management Develops a New Camry

    The importance taking what you learn to improve the system has been stressed for quite some time but still so often it is not done. The difference between inspecting to fix the product before you ship it and inspecting to improve your system is huge.

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  • Complicating Simplicity

    This post on the excellent signal vs. noise blog illustrates how one can lose their way when trying to simplify. Lean and other management improvement folks can learn a lot about eliminating non-value added steps, clean design, simplifying systems to improve performance… from this blog. The examples are mainly relating to software development from a true understanding of lean thinking(though I don’t have any evidence they are familiar with the Toyota Production System or lean tools/concepts)...

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  • Going lean Brings Long-term Payoffs

    The early successes provide resources to invest in making large more fundamental changes to the organization. Those successes also help convince people these lean ideas have merit. Dilbert does a good job of illustrating how many workers feel about the latest words spoken by their management. Without visible success expecting employees to believe the new management practices is unwise.

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  • Lean is Harmony

    The tools are useful, but they are not the end. Just using the tools can help move an organization to the point where they are ready to truly examine how to improve. Most often the attempts (just like previous attempts with quality management, six sigma… did) stop short of more than superficial change where a few new tools are used in the same old system. 

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  • Lean is Harmony

    The tools are useful, but they are not the end. Just using the tools can help move an organization to the point where they are ready to truly examine how to improve. Most often the attempts (just like previous attempts with quality management, six sigma… did) stop short of more than superficial change where a few new tools are used in the same old system. 

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  • The State of Lean Implementation

    Interesting survey by the Lean Enterprise Institute notes the following as the major obstacles to transforming to a lean organization.

    1. Lack of implementation know-how: 48%
    2. Backsliding to the old ways of working: 48%
    3. Middle management resistance: 40%
    4. Traditional cost accounting system doesn’t recognize the value of lean: 38%

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  • Why Extrinsic Motivation Fails

    Lean thinkers understand this idea as respect for people. Dr. Deming talked about joy in work.Douglas McGregor talked about theory x and theory y thinking. All of these perspectives incorporate an understanding of workplace systems and human psychology. Extrinsic motivation is easy but not effective. It is really just abdicating management and using extrinsic motivation in place of management. The alternative requires managers to actually manage. This is challenging but the correct choice to make.

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  • Reacting to Product Problems

    Toyota is doing well but as they say themselves, over and over: Toyota still has plenty of room to improve. The key is to not only say so, but act on it (which I believe they are doing, the recalls give one indication of the continued need to improve).

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  • The Triumph of Lean Production

    ... Just think about that Toyota’s Georgetown plant (seen by many as one of the best examples of lean manufacturing) stops the line 2,000 a week. Do you think your organizations systems are as well designed as the Georgetown plant? Does your organization stop to examine what needs to be improved with anything approaching that level...

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  • Toyota, Lean and Management Consultants

    ...Serious attempts will also be frustrating at times and can also fail but most organizations won’t even commit to attempting serious change. Most will just look for some items from current fads to dress up how they have always managed.

    That management consultants will also jump from fad to fad, without conviction, is not news. Deming called them “hacks” in the 1980’s. Bob Sutton’s excellent article calls 90% of management advice crap...

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  • Bad Management Results in Layoffs

    Layoffs are a failure of management.  If the company has not been executing a long term strategy to respect people and manage the system to continually improve, manage for the long term, working with suppliers... it might be they have created an impossibly failed organization that cannot succeed in its current form.  And so yes it might be possible that layoffs are required.

    ...

    At exactly what point some layoffs are necessary and how much other stakeholders are squeezed to avoid layoffs is not simple to answer (just as employees are squeezed to avoid suffering by other stakeholders).  I think to have any pretense of good management systems while resorting to layoffs management must say what specific failures lead to the situation and what has been done to fix the system so such failures will not re-occur.  Those explanations should seem to be among the best applications of 5 why, root cause analysis, systems thinking, planning... that you have seen.  Layoffs should be seen as about the most compelling evidence of failed management.  Therefore explanations attempting to justify the layoffs have as high a barrier to overcome as any proposed improvement to the organization/system.

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  • The Management System is the Key

    I think too often people (in relation to management ideas) demand that things be made more simple than is possible to adequately understand the systems involved. This of course leads to problems. A huge value provided by people like Russell Ackoff is their ability to help explain what is needed in fairly simple terms. Still understanding how these ideas are being expressed in our management systems and how to apply the concepts to our management systems is still a challenge.

    ...

    I think one of the big differences between the best lean efforts and the others is the increased value placed on deeper understanding and thinking systemically.

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