Lean Leadership: a continuing series of interviews with senior executives on how they lead in a lean culture
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:
- Dan Ariens, CEO of Ariens Co
- Gary Berndt, C-level executive at automotive, food, building products, power generation, and aeronautics companies
- Jack Billi, M.D., associate dean and associate vice president for medical affairs University of Michigan Medical School
- Derek Browning, lean deployment executive, LeanCor
- C.J. Buck, CEO of Buck Knives
- Jerry Bussell, co-founder of the Jacksonville Lean Consortium and former vice president of Global Operations at Medtronic Surgical Technologies
- Robert Chapman, chairman and CEO of Barry-Wehmiller
- Thomas Hartman, Senior Director, Autoliv Americas
- Bill Hopkins, Akron Children’s Hospital board member and former vice president, technology/strategic initiatives, at Goodyear
- Michael Hoseus, co-author with Jeffrey Liker of Toyota Culture; former general manager at Toyota Motor Manufacturing, KY
- Jay Johnson, president, Plumbers Supply Company
- Hank McHale, manufacturing CEO
- Gary Peterson, executive vice president, supply chain and production, O.C. Tanner
- Chris Vogel, senior vice president, Wells Fargo Home and Consumer Finance
- Karl Wadensten, president, VIBCO
- John Wilson, executive vice president of manufacturing, New Balance Athletic Shoe, Inc
- Lisa Yerian, MD, director of Hepatobiliary Pathology, medical director of continuous improvement, Cleveland Clinic
- Joel Zeller, director of logistics for Polaris Industries and Robert Martichenko, LEI faculty member
Other relevant links:
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.
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.