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Leadership and Having an Effective Plan
By: Andrew Quibell | July 16, 2018
You wouldn’t want to be known as a source of “fake news” but are you practicing More »
Leadership Stories From One of Lean's Fastest Growing Communities of Practice
By: Lean Leaper | June 19, 2015
On the heels of the Lean Healthcare Summit earlier this month in Dallas, Texas, we've gathered three stories in which leaders share their personal "why" for taking up lean practice and doing things differently. More »
Leadership Q&A: Lisa Yerian, MD, Medical Director of Continuous Improvement, Cleveland Clinic Foundation
By: David Drickhamer | May 28, 2015
From the LEI senior executive series on lean leadership: Lisa Yerian, MD, director of Hepatobiliary Pathology and medical director of continuous improvement, Division of Clinical Transformation, Cleveland Clinic, discusses how to engaging staff, doctors and senior leaders, healthcare reform’s impact, where to start a lean transformation, and why she took on responsibility for continuous improvement. More »
Leadership Without Giving Solutions (from a Fire Fighter's Perspective)
By: Greg Lane | March 20, 2015
LEI faculty member Greg Lane shares a lean coaching story from his own life, in which he finds himself advising a friend on how best to position himself for a promotion to fire chief. The result is a powerful little story of lean management and the thoughtfulness and discipline it really takes to lead. More »
Leadership Then and Now
By: Lean Leaper | June 27, 2014
John Shook and the Leaper look toward the future of leadership. More »
Leadership Q&A: Thomas Hartman, Senior Director, Autoliv Americas
By: Bartholomew, Doug | June 3, 2014
From the LEI senior executive series on Lean Leadership: Autoliv’s Thomas Hartman describes the development of a lean problem solving culture, from early instruction by Toyota to propagating best practices among facilities. More »
Leadership Q&A: Gary Peterson, executive vice president, supply chain and operations, O.C. Tanner
By: Bartholomew, Doug | January 28, 2014
From the LEI senior executive series on lean leadership:Gary Peterson, executive vice president, supply chain and production at O.  C. Tanner, describes how the manufacturer of corporate awards builds a culture of problem solving and how he changed his management style. More »
Leadership Q&A: An Interview with Jerry Bussell, co-founder, Jacksonville Lean Consortium
By: Marchwinski, Chet | January 18, 2012
From the LEI senior executive series on lean leadership:As vice president of Global Operations at Medtronic Surgical Technologies in Jacksonville, FL, Jerry Bussell helped lead a lean transformation. He also co-founded the Jacksonville Lean Consortium to help local businesses and government improve. Here he shares his lean leadership perspctives with the Lean Enterprise Institute (LEI) as part of LEI's series of interview on lean leadership.    More »
Leadership Q&A: Robert Chapman, chairman and CEO of Barry-Wehmiller Companies, Inc: “Guiding Principles of Leadership”
By: Marchwinski, Chet | July 11, 2011
Barry-Wehmiller Companies, Inc. CEO Robert Chapman describes how the company's Guiding Principles of Leadership merge with lean thinking at this $1.  1 billion global manufacturer of capital equipment and provider of engineering consulting More »
Leadership Q&A: Bill Hopkins, Akron Children’s Hospital board member and former vice president, technology/strategic initiatives, at Goodyear
By: Vinas, Tonya | June 2, 2011
From the LEI senior executive series on lean leadership:Hopkins on why Akron Children’s Hospital leadership decided to implement lean process improvement at all levels and in all functions, "Because we know that if we are going serve more patients, it has to be because they choose us. We don’t get endowments or Medicare payments — we have to earn it.  "Read the related story from LEI's lean management case study series: "Pediatric Hospital in Tough Market Pegs Growth to Lean Process Improvement.  " More »
Leadership Q&A: Karl Wadensten, president, VIBCO
By: Marchwinski, Chet | July 21, 2009
From the LEI senior executive series on lean leadership:In the first couple years of its lean transformation VIBCO, Inc. saved over $2 million in inventory, cut setup time on CNC machines to 10 minutes, and improved on-time delivery to 99%. Company President Karl Wadensten also implemented a regular "Presidents University" when he invites senior managers from other companies to VIBCO to see the benefits of lean principles in the office and shop. In this installment of LEI's executive interview series on lean leadership, Wadensten discusses this unique event as well as the challenges and changes of a continuing lean conversion. More »
Leadership Q&A: Chris Vogel, senior vice president, Wells Fargo Home and Consumer Finance
By: Marchwinski, Chet; | January 12, 2009
From the LEI senior executive series on lean leadership:When the Federal Reserve entered a period of continually lowering interest rates to keep the economy afloat after the 9/11 terrorist attacks, Wells Fargo was flooded with paperwork as real estate transaction volume more than doubled. Existing technology did not scale well and existing processes were stressed to capacity. Vogel describes how Operations responded with new automation, but more importantly, with leaner processes for handling paperwork, based on the Toyota Production System. He also discussses management challenges, structural changes, and how to sustain improvements. (Vogel currently is an LEI faculty member and More »
Leadership Q&A: Chris Vogel, senior vice president, Wells Fargo Home and Consumer Finance
By: Chet Marchwinski | January 12, 2009
Articles; Audio
From the LEI senior executive series on lean leadership:Listen to a conversation with Chris Vogel based on the above interview. (Note: This is a large audio file. Allow time for downloading.  ) More »
Leadership Q&A: Joel Zeller, director of logistics for Polaris Industries and Robert Martichenko, LEI faculty member, author of Building the Lean Fulfillment Stream
By: Marchwinski, Chet | January 12, 2009
From the LEI senior executive series on Lean Leadership:Robert Martichenko, LEI faculty member, co-author of Building the Lean Fulfillment Stream, and Joel Zeller, director of logistics for Polaris Industries, describe the progress and pitfalls in applying lean supply chain principals, including how the conversion began, why, key challenges, and the reaction of suppliers. More »
Leadership Q&A: John Wilson, executive vice president of manufacturing, New Balance Athletic Shoe, Inc.
By: Marchwinski, Chet | January 12, 2009
From the LEI senior executive series on lean leadership:Wilson talks to the Lean Enterprise Institute about the executive's role in a lean conversion. Wilson offers his take on why some companies fail to achieve adequate results from the conversion process and what executives can do to avoid such a problem. He also discusses executive lean training and what you can do to convince the boss to pursue a lean transformation. (Read the case study about the lean transformation of New Balance, "For Athletic Shoe Company, the Soul of Lean Management Is Problem Solving.  ") More »
Leadership Q&A: Dr. Jack Billi, associate dean and associate vice president for medical affairs
By: Marchwinski, Chet; | January 12, 2009
From the LEI senior executive series on lean leadership:Jack Billi, M.  D.  , associate dean for clinical affairs, University of Michigan Medical School, professor of Internal Medicine and Medical Education, and associate vice president for medical affairs,University of Michigan, is leading a lean transformation of the University of Michigan Health System (UMHS), which encompasses 18,000 employees, an 817-bed hospital, 100 clinics, and a medical school with 700 students, 1,000 residents, and 1,600 faculty physicians. (Read the Success Story about the lean transformation of UMHS, "Fighting Cancer with Linear Accelerators and Accelerated Processes.  ") More »
Leadership Q&A: Dan Ariens, CEO of Ariens Co.
By: Taninecz, George | January 12, 2009
From the LEI senior executive series on lean leadership:In the late 1990s, Ariens Co.  faced a blizzard of problems. The iconic maker of snow blowers, mowers, and string trimmers faced a cash-flow crisis, dated product line, and mountains of inventory. As the new CEO of the family business, Dan Ariens launched a lean conversion. In discussing the transformation, he talks about the business challenges, leadership changes he had to make, his personal management style, and the behaviors that support the lean leap. (Read the LEI original success story about Ariens lean intern program "Making Lean Leaders.  ") More »
10 Principles for Lean Leadership
By: Isao Yoshino | April 6, 2021
These ten simple yet powerful leadership principles developed by Isao Yoshino provide wise guidance for any lean practitioner seeking a path of learning and improvement. More »
How Stalwart Lean Leadership and Classic Lean Practices Yield Operational and Clinical Excellence
By: Alice Lee | March 30, 2021
Organizations can achieve the seemingly impossible when they have steadfast lean leadership, a sharp focus on purpose, and experience applying "classic" lean thinking and practice. Here's an example. More »
Art of Lean on Situational Leadership, Part 4: Supportive Style, from Basketball to Toyota
By: Art Smalley | February 5, 2021
Part four continues the series' trajectory of further contextualizing situational leadership and lean thinking. By picking personal examples from his life, Art Smalley guides you through anecdotes and explanations that will make situational leadership more applicable than you might think. More »
Art of Lean on Situational Leadership, Part 1: An Introduction
By: Art Smalley | January 15, 2021
Continuing his Art of Lean series, Art Smalley is back with a new topic and five parts, all focusing on situational leadership. In this first part, Art takes you through this topic's history and delves into specific cases and steps within this process, from diagnosing the situation to partnering for performance. More »
View Crises as Manageable Challenges Through Steady Lean Leadership
By: Lean Leaper | September 14, 2020
If you are using lean to tackle a series of crises, you may not be using lean in the first place, say a range of thinkers who urge leaders to cultivate a shared mindset that seeks problems from every person every day as a means of avoiding unexpected challenges. More »
How Lean Experts Create a Pipeline for Leadership Talent
By: Lean Leaper | July 13, 2020
Developing a pipeline for diverse leadership talent is a key principle for leading companies--and the topic of a session led by two Herman Miller leaders in the upcoming Virtual Lean Learning Experience. The handful of articles culled from the LEI archives share lessons on this topic from a range of experts. More »
How to A3: Resources for Developing Structured Problem-Solving and Leadership Skills
By: Tom Ehrenfeld | June 18, 2020
As LEI prepares its next course on Managing to Learn, here's a popular article rounding up a wealth of resources about practicing A3 Thinking by Tom Ehrenfeld More »
WLEI: 24. Coachable: Insights and approaches to situational leadership
By: Lean Enterprise Institute | November 25, 2019
Join my conversation with Art Smalley as he walks us through two models for situational leadership and coaching. Hersey, Blanchard & Johnson’s examination of leadership (and coaching) styles relative to learner (and performer’s) behavior, from the book Management of Organizational Behavior, and The Dreyfus Model of Skill Acquisition.  Art adds context and color by weaving in stories from parenthood, his years of experience at Toyota, and relates the content to his work with Four Types of Problems. Together, we explore the thresholds of performers at all levels as a way to help assess and engage the right coaching approach for More »
Want Better Relations and Results from Suppliers? Hear Two Execs Explain the Benefits of "Matched Pair” Leadership
By: Susan DeSandre, Chet Marchwinski and Jim Morgan | October 18, 2019
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. More »
What Is Your Leadership Model?
By: Nicolas Chartier | September 13, 2019
In this reflection based on his work as CEO Lean is a leadership model: for more than 60 years now it has been developed, analyzed, tested, adapted; largely by Toyota but also by many others, copying, adding, evolving. More »
The Road to Becoming a Lean Leadership Team Has Potholes
By: Orest (Orry) Fiume | February 25, 2019
Lean veteran Orry Fiume shares the story how the leadership team at The Wiremold Company took on the challenging work of transitioning from being traditional, functional, independent executives to becoming a Lean leadership team. More »
People First Leadership: A Conversation by Jim Morgan with Alan Mulally
By: Jim Morgan | January 29, 2019
Alan Mulally is a brilliant engineer who led historic transformations as CEO of Boeing Commercial and then Ford Motor Company. But just as important as what he accomplished, is how he accomplished it. His people first, inclusive approach to leadership not only created great products and successful companies, but also created an organization people wanted to be a part of. More »
What can we do to instill some passion in leadership about our lean implementation?
By: Michael Balle' | October 15, 2018
Columns; eLetters
Dear Gemba Coach: I’m in a company that is trying to implement lean but sees it simply as a series of rote steps to iterate without the sort of passion by leadership inherent in a successful journey. What can we do to instill some passion? More »
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