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From the Lean Lexicon 5th Edition:

Lean Management:   Lean management is a series of practices that develops people to understand and own their problems, and aligns resources to achieve the purpose of the organization. Lean management engages everyone in designing processes to continuously solve problems, improve performance, and achieve purpose while consuming the fewest possible resources. More »
Lean Management Accounting:   Sometimes called Lean Accounting, it refers to the restructuring of management accounting and controls to accurately report the results of improvements that are continuously being made during a lean transformation. Because current accounting systems were mostly developed in the early 1900s to support large batch manufacturing, traditional accounting systems often send signals that encourage batch processing and silo decision-making.  Lean management accounting has these objectives:Provide accurate, timely, and understandable information to motivate the lean transformation throughout the organization, and for decision-making leading to increased customer value, growth, profitability, and cash flow.  Support the lean culture by providing information that is More »
Total Quality Management:   A management approach in which all departments, employees, and managers are responsible for continuously improving quality so that products and services meet or exceed customer expectations.  The Total Quality Control (TQC) methodology relies on the plan-do-check-act (PDCA) cycle to manage processes and, when problems arise, statistical tools to solve them. The methodology and tools are used often by employees during kaizen activities and together form an important subsystem of lean.  The term “total quality control” was coined in 1957 by U.  S. quality expert Armand Feigenbaum, who saw quality control professionals as central to promoting TQC. By the 1980s, other More »
Visual Management:   The placement in plain view of all tools, parts, production activities, and indicators of production system performance, so the status of the system can be understood at a glance by everyone involved. More »
Ask Art: How Do I Get the Senior Management Team On Board with Lean?
By: Art Byrne | December 10, 2018
Lean requires teamwork, and so getting your senior management team on board requires a great deal of work, including new mindsets, exposure to lean practice, and shifts in everything from how sales are conducted to how team leaders lead at the gemba, says Art Byrne. More »
Value Stream Walk, Management Walk or….Just Walking Around?
By: James P. Womack | June 19, 2018
Gemba Walks can raise consciousness about problems and the possibilities for dramatic improvements, says Jim Womack. Or they can serve as a means of reinforcing the existing systems. He shares thoughts on how to walk--and see--with a lean mindset. More »
The Formula for a Successful Management System: LB * OS = MS
By: Jim Morgan | May 31, 2018
In order to reap the benefits of an effective management system it is important that the operating system and leadership behaviors be aligned and consistent, argues Jim Morgan. More »
How to Create a Lean Management Book Club that Executives Will Actually Attend
By: Chet Marchwinski | May 16, 2018
At the start of a lean transformation, a continuous improvement leader convinced her division president that a book club would be a good way to introduce leaders to lean concepts. Here’s what she did to make the club interesting and valuable for its busy participants, including what worked and what didn’t. More »
Expanding Our Perspective on Lean Management, Part 2: Lean has its Roots in Spirituality
By: Joanna McGuffey and Thomas Richert | May 8, 2018
To explore the idea that there may be other angles for understanding lean management than business or analytical perspectives, a group of lean management practitioners met with artists. Here’s what surprised them. More »
Seeing the Work of a Daily Management System
By: Michael Ballé | April 18, 2018
Daily management systems tap visual elements that expose problems, and also use obeyas as thinking spaces for reflecting on broader challenges, says Michael Balle. More »
Lean Management Meets Artificial intelligence, Machine Learning, the Internet of All Things
By: Andrew Quibell | April 16, 2018
What part, if any, will lean principles – or humans – play in a manufacturing future of artificial intelligence, machine learning, and the internet of things? Andrew Quibell uses text and graphics as a crystal ball to illuminate 7 benefits of the "lights-out" factory. More »
Expanding Our Perspective on Lean Management, Part 1: A Creative Ethic
By: Joanna McGuffey and Thomas Richert | April 10, 2018
To explore the idea that there may be other angles for understanding lean management principles than purely business or analytical perspectives, a group of lean management practitioners met with artists. Here’s what surprised them. More »
Follow-up Q&A for Jim Lancaster's Work of Management Webinar
By: Jim Lancaster | September 21, 2017
“The Real Work of Management” webinar drew very engaged attendees who submitted hundreds of questions. We now present some of the most-frequently asked questions (plus Jim Lancaster's answers) today on the Lean Post. More »
Work of Management, The (eBook)
By: Jim Lancaster | July 6, 2017
Lancaster tells an inspiring and practical business story in his new book, The Work of Management (2017, Lean Enterprise Institute). It’s a close-up, candid look at Lancaster’s personal transformation as a leader. It’s also a practical, in-depth, business case study of Lantech’s lean transformation, relapse, and comeback that American manufacturing – and other industries -- can use to profitably transform themselves. More »
Daily Management, Daily Sustainment: The Remarkable Story of Lean Transformation at Lantech
By: Lean Leaper | June 15, 2017
Jim Lancaster attended the 2017 Lean Transformation Summit in Carlsbad, California to speak about Lantech's journey to create a daily management system. Today on the Lean Post we feature a video of his talk on the role of management in sustaining the gains of lean. More »
Lean Quotes from "The Work of Management" to Inspire You and Your Team
By: Lean Leaper | April 7, 2017
For this special bonus content, check out these quotes from the new book, The Work of Management. We've included links for easy tweeting, so share away and get inspired to hone your own management systems. More »
Working on the Management
By: James P. Womack | March 28, 2017
Effective daily management is still hard to achieve for most organizations, says Jim Womack. But until line managers start tackling problems first hand as they emerge, rather than deferring and delegating them, basic stability will remain a mirage. Read more in this column from our sister publication, Planet Lean. More »
The Work of Management
By: Jim Lancaster | February 7, 2017
Lancaster tells an inspiring and practical business story in his new book, The Work of Management (2017, Lean Enterprise Institute). It’s a close-up, candid look at Lancaster’s personal transformation as a leader. It’s also a practical, in-depth, business case study of Lantech’s lean transformation, relapse, and comeback that American manufacturing – and other industries -- can use to profitably transform themselves. More »
A Deeper Dive into Visual Management at Toyota
By: Andrew Quibell | November 22, 2016
"In a previous sketch I introduced Toyota’s approach to visual management, or Floor Management Display Systems (FMDS), including the six elements of creating FMDS," writes Andrew Quibell. "Now it’s time for a deeper dive into those six elements and explore how their approach guarantees an effective floor display will present compelling messages.  " More »
An Overview of Visual Management at Toyota
By: Andrew Quibell | October 20, 2016
"Implementing visual management (VM) is a cornerstone of any lean transformation," writes Andrew Quibell. "And few companies know that better than Toyota.  " In this first of two sketches on visual management at Toyota, Andrew illustrates the fundamentals of the process as Toyota practices itself and teaches its suppliers. More »
Making Things Better - Visual Value in Health Information Management
By: Laura Shue | October 6, 2016
Have you ever struggled to make "invisible work" visual for your leadership? Laura Shue of the University of Michigan Health System certainly has - two years ago she tackled the formidable task of making the value of her Health Information Management department visual for their leaders. How she did it is a fascinating story - read more to see for yourself! More »
How the A3 Came to Be Toyota’s Go-To Management Process for Knowledge Work (intro by John Shook)
By: Isao Yoshino | August 2, 2016
A3 thinking is synonymous with Toyota. Yet many often wonder how exactly this happened. Even if we know A3 thinking was created at Toyota, how did it become so firmly entrenched in the organization’s culture? Retired Toyota leader Mr. Isao Yoshino spearheaded a special program that made A3s Toyota’s foremost means of problem-solving. Read more. More »
How do I keep visual management from becoming “wallpaper?" A Q&A with John Drogosz
By: John Drogosz | May 31, 2016
"Many managers try to convince everyone (including themselves) that they are visually managing their projects or departments," writes John Drogosz, "but during the gemba walk we see static, outdated displays. Are we just communicating information or really working with what is in front of us?" Read more. More »
How to Avoid Team Disinterest and Management Disappointment with Huddles
By: Lean Leaper | May 5, 2016
Team huddles are rapidly becoming a day-to-day staple in the lean organization. But too often the problem-solving aspect of huddles gets “fast-tracked” in favor of seemingly quicker and easier methods, according to David Verble, a Toyota veteran and Lean Enterprise Institute (LEI) faculty member. Learn more. More »
Even Visual Management Starts from Need
By: Mark Hamel | March 31, 2016
Have you ever implement a visual management tool at your gemba after seeing it used successfully somewhere else? If so, according to Mark Hamel, you "probably violated a major tenet of lean. [You] did not start from need. [You] started by copying someone else’s stuff.  " Every visual management tool needs to be situational to address your specific needs. Read more. More »
Change Management: Is it Necessary?
By: Katrina Appell | March 2, 2016
"There are varying views on the role of change management in a lean transformation," writes Katrina Appell. In her latest blog, she evaluates the opposing viewpoints and offers a viewpoint of her own for good measure. Read more. More »
The Lean Management System: The Key to Sustainability and CI. An Interview with Joe Murli
By: Cameron Ford and Joe Murli | January 28, 2016
Achieving wins is only half the battle in a lean transformation - you also need a way to sustain those wins and foster a culture of continuous improvement. In his first piece for the Lean Post, Joe Murli shares his favorite way of doing just that - his signature "Lean Management System," already being used by the likes of GE and Moog Aircraft Group. Read more. More »
A Principles-Based Approach to Changing Healthcare Management
By: John Toussaint | January 5, 2016
"This year alone over 250,000 Americans will die due to medical error," writes Dr. John Toussaint. "How can so many smart people be making so many terrible mistakes?" Dr. Toussaint sees it as a failure of the current healthcare management paradigm. Find out what he sees as the remedy to these problems - and how any healthcare organization can use it to improve their operations. More »
Using Value Stream Management to Better Care for Stroke Patients
By: Lori Smith | April 23, 2015
"To make value stream management really work, the most significant cause for transformation lay simply in the shifting of team members’ mindsets," writes Lori Smith. It’s been a long process, but over 5 years her team INTEGRIS has transformed the way they work. Learn what they did and read team members' feedback about the process in their own words. More »
Board Responsibilities and the Lean Management System
By: Steve Leuschel | October 15, 2014
"A board needs to go far beyond checking performance measurements and actually hold senior leaders accountable for management systems and behaviors," writes Steve Leuschel. "As there are so many cascading actions in a lean management system, [boards cannot] check the status of each and every action line by line.  .. This is why a one page report can help.  " More »
A Lean Management System Starts with Senior Leaders
By: Steve Leuschel | September 4, 2014
"From events, projects, and A3s to focusing on a lean management system, we’re discovering a new way to run and lead our healthcare organizations, or any organization for that matter," writes lean healthcare coach Steven Leuschel. But where do you start? How do you get senior leaders engaged? More »
Too Much Information Can Destroy Effective Management
By: Boaz Tamir | July 23, 2014
"A lean organization minimizes the amount of unnecessary 'junk' information and increases the amount of 'gold' (value-producing) information that is necessary for knowledge creation," writes Boaz Tamir. More »
Reinforcing Lean Behavior Through Visual Management
By: Doug Bartholomew and Mark Hamel | June 13, 2014
"Without having a visual management perspective in place, it’s difficult for people to know what good is, what the standard is, and whether it is being maintained," says Mark Hamel. "People need to be able to tell if they have a problem. Visual controls are part of that.  " More »
Lean Talks: Learning Proactive Versus Reactive Management
By: Brenda Kenefick | April 9, 2014
At our Summit, lean practitioners shared stories of meaningful organizational change in about 10 minutes or less. Here's a powerful story from Brenda Kenefick, change agent at University Health Network in Toronto. More »
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