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Lean Leadership: a continuing series of interviews with senior executives on how they lead in a lean culture

9/5/2013

In a continuing series of articles on the challenges of leading and sustaining lean transformations, the Lean Enterprise Institute will interview executives from a variety of companies to learn how they changed the ways they managed and led in order to create lean cultures. Here are the interviews to date in alphabetical order:

Other relevant links:

John Shook’s eletters on lean management

An archive of Jim Womack’s eletters

Michael Ballé's column

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Books

Workshops

  • Lean Leadership: Through the Transformation and Beyond
    The purpose of this interactive one-day program is to facilitate a discussion with senior leaders about the challenges and obstacles they face implementing change relative to the lean transformation. The program will further address the roles, responsibilities and competencies of senior leaders that support the implementation of lean.

Articles

  • Want Better Relations and Results from Suppliers? Hear Two Execs Explain the Benefits of "Matched Pair” Leadership
    New products and service development does not stop at the exterior walls of your company. Outside suppliers play critical roles, but the relationships between companies and suppliers are often akin to cage fighting. That's where the innovative “matched pair” process comes in to dramatically improve relationships as well as business performance. Listen to a matched pair of executives describe the process.
  • Smitten Engineers or Love at First Sight of a Solution?
    Entrepreneur Tyler Schilling has felt the pain of engineering heartbreak – falling in love early with a solution only to realize later in the project that the idea you are wedded to is fundamentally flawed. The cure for developing an early crush on solutions is set-based design but implementing it takes a change in company culture, as he explains in this candid iterview.
  • Warning: What You Call Kaizen May Really Be Rework
    If you begin your lean management transformation on the shop floor, you run the risk of having to rework processes and products that should have been much, much better coming out of the development system. So, if you want the best leverage point for a lean transformation, move upstream from production to product development. Jim Morgan, LEI author and Rivian COO explains in this interview.