Lean Management Archives - Page 6 of 17

8 Tips for Better Hoshin Kanri Implementation 0
- Lean Management
- February 12, 2020
Hoshin Kanri (also called Policy Deployment) is a method for ensuring that the strategic goals of a company drive progress and action at every level within that company. This eliminates the waste that comes from inconsistent direction and poor communication. Hoshin Kanri strives to get every employee pulling in the same direction at the same
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Hoshin Kanri Strategic Planning: A Better Way for Strategic Execution 0
- Lean Management
- February 10, 2020
Hoshin Kanri strategic planning provides organizations with a disciplined yet flexible approach to translating long-term vision into daily execution. Unlike traditional strategic planning methods that often fail at implementation, Hoshin Kanri creates alignment across leadership, teams, and frontline employees. At its core, Hoshin Kanri connects breakthrough objectives to measurable actions through a structured planning and
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Avoiding the Iceberg of Ignorance 0
- Leadership, Lean Management
- December 9, 2019
Who in your plant knows the most about the problems that occur: the slow-downs, minor-stoppages, equipment failures, the waste, the inefficiencies, the source of poor quality, the frustrations due to maintenance work not being executed correctly, and so on? Is it you? Is it senior leadership? Is it anyone in management or engineering? Have you
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Toyota’s 4 Stages of Leader Development 0
- Leadership, Lean Management
- December 4, 2019
Many organizations have trouble sustaining Lean. Toyota is one of the few exceptions. According to Jeffrey Liker and Gary Convis in their book “The Toyota Way to Lean Leadership”, their secret is their leadership system. Toyota provides a nurturing but challenging environment, to ensure that new Lean leaders are developed continuously. The leaders at Toyota
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Leaders Need to Lead – Six Principles of Lean Leader 0
- Leadership, Lean Management
- December 2, 2019
Lean thinking is fundamentally transforming the way organizations operate. The Lean principles of continuous improvement, respect for people, and a relentless focus on delivering customer value are making teams and organizations rethink the practices that might have guided them for decades. A new, transformative approach to working requires a transformation in leadership, as well. For
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Top Five Reasons Most Companies Fail at Lean Implementation 0
- Lean Management
- October 7, 2019
Lean has been around since the late eighties/ early nineties, but despite the enormous popularity of Lean, the track record for successful implementation of the methodology is spotty at best. Companies still make mistakes when implementing Lean. These mistakes are generally due to simple misunderstandings of the Lean principles, but when something goes wrong, you
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