tag:blogger.com,1999:blog-16711894.post112736540852603593..comments2023-08-03T11:16:11.202-04:00Comments on Got Boondoggle?: Lean LeadershipMike Wroblewskihttp://www.blogger.com/profile/03451872136821100772noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-16711894.post-1169336155566623662007-01-20T18:35:00.000-05:002007-01-20T18:35:00.000-05:00Upper management need to know the concept not the ...Upper management need to know the concept not the details. Every now and again you'd be surprised to find a manager who knows both.<BR/><BR/>I thinik Lean needs to move into the C suite - what company can achieve 230 strategic objectives? 10 would be achieveable but managemnt doesnt think theyre doing anything!<BR/><BR/>If one of them is quality - guess where it comes from? and it cascades down the organization.<BR/><BR/>Management is often isolated from areas of Lean implementation - yes they support it blah blah blah.<BR/>If they organization was linked in some collaborative manner Lean may strat seeing results further afield than the floor. <BR/><BR/>As such Lean has a problem. It's seen as a solution for everything - It isn't. People issues are also compounded in lean programs. Strategies are overlooked.<BR/><BR/>Lean has a place - keep it under control.<BR/><BR/>In some cases I would go for complete redsign rather than kaizen changes ....Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-16711894.post-1128399451959820822005-10-03T23:17:00.000-05:002005-10-03T23:17:00.000-05:00I disagree that you can ignore teaching upper mana...I disagree that you can ignore teaching upper management about lean. You should convince them to come out to the Gemba more often. You can't "only" teach upper management, you have to do "real work" from the bottom up and drive improvements from those who really know the process. I don't see how you can leave upper management out of the loop.Mark Grabanhttps://www.blogger.com/profile/07953086531083611251noreply@blogger.com