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A
selection of highlighted blog posts from Lean bloggers from the month of November,
2014. You can also view the previous
monthly Lean Roundups here.
The Human Case For
Lean – Bob Emiliani says the human case for Lean is more compelling than
any business case for Lean.
The
Importance of Leadership by Those Working to Improve Management – John Hunter
explains the importance of those who want to improve management should put more
focus on understanding business.
A
weak culture is a culture of laziness – Bill Waddell says companies with a
strong, lean culture work harder than those that don’t.
GOAL VS
“TARGET CONDITION” – Mark Rosenthal explains this difference between a
target condition and a goal with the story of space exploration.
Lean
is not a program – Paul Levy shares thoughts on why Lean can not be thought
of as another program.
Role
of Ethnography and Qualitative Research in Problem Solving – Pete Abilla explains
why qualitative research (observation) is important with solving problems.
5
Steps To Building A Safety Culture In Your Manufacturing Plant - Christina
Chatfield shares five steps you can take to integrate safety as a core company
value.
Employee
Engagement Driven by a Philosophy of Continuous Improvement - Robert Hafey says if you want to engage
employees then focus on continuous improvement.
“Failing
to Plan is Planning to Fail” - Al Norval says failing to develop a plan and
share it with the team just ends in failure.
What
are the Key Competencies to needed for a KPO position within an Organization?
– Tracey Richardson explains the key
skills and competencies needed to lead Lean.
If
we’re going to fight fires, do it like the pros – Jamie Flinchbaugh says if
we’re going to fire fight then when should do it well and shares 3 ways to do
it.
Agility vs. Speed – Moving
Beyond the Basics of Process Improvement – Tom Stoffel shares 2 key ways to
be more agile and that has to do with problem solving.
Guest
Post: Standardized Work is for Leaders, Not Just Assembly Lines – David Meier
discusses leader standard work and how to implement it in your business.
“Quality
Circles” Are Alive & Well in Japanese Organizations; We Might Call it A3
Problem Solving – Mark Graban discusses his observation of the use of quality
circles in Japan.
The
Art of Short Term Management – Bill Waddell discusses the dangers of short
term management thinking.
Want Your
Organization to Survive Over the Long Haul? Value Process Over Results – Doc
Hall says we must focus on the process of improvement not individual KPIs.
The Five Poisons
of Big Company Disease - Michael Ballé explains the 5 poisons of big
company disease and how Lean thinking can avoid them.
GTS6 + E3 = DNA
(Break the Code for Standardization, Sustainability, and Kaizen) – Tracey Richardson
shares an equation for lean leadership in your organization for a sustainable culture of problem solving.
Visual control as a technique and
visual management as a system are essential to lean practice - Michael
Ballé explains the importance of visual control and visual management to Lean.
A checklist of key competences to have
the right people in the right place at the right time – Tracey Richardson
shares a list of key competences for Lean Leaders.
Strong coaches are there to develop
internal leaders and coaches – Jeff Liker says Toyota doesn’t hire outside
experts they grow their own.
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