Home > Knowledge Center> Search Results: people development

Search Results: people development

Sort by:  Relevance | Date
How Do I Measure People Development?
By: Ballé, Michael | April 6, 2015
Columns; eLetters
Dear Gemba Coach: What is the metric for people development? More »
Bad People or A Bad Process?
By: James P. Womack | March 1, 2021
Columns
Standing in a nightmare of a line at the airport prompted Jim Womack to reflect on this problem, and conclude that this was indeed a case of a very bad process rather than any random bad person. More »
Steady Work Shares Practical Ways to Create Quality Enterprise For All
By: Lean Leaper | February 24, 2021
Columns
Karen Gaudet's Steady Work is the story of a leader helping teams develop steady work to help them get through normal days just a little better and help make the worst day ever just a little bit bearable. Here's a taste of the many lean insights captured in this book. More »
Exploring the Continued Relevance of Lean, A Best of Podcast
By: Lean Leaper | February 22, 2021
Columns
Lean offers a powerful and productive approach to today's problems, both large and small. This "best-of" podcast featuring talks with leading thinkers offers advice and insights on this productive approach. More »
Building A Diverse and Capable Workforce from The Bottom Up
By: Mark Reich and Adrienne Trimble | February 2, 2021
Columns
LEI's Mark Reich and NMSDC's Adrienne Trimble argue that integrating a lean philosophy into operations and standards seems to be a natural fit for NMSDC’s MBE community, which is using lean practices to be more innovative and responsive to customers. More »
Lead With Respect Shares Tangible Practices That Develop Others, Says Author Michael Balle
By: Michael Ballé | January 27, 2021
Columns
Michael and Freddy Balle's book Lead With Respect portrays on-the-job behaviors of lean leaders which can be learned through practice. Michael explains how these can help fulfill the promise of lean by aligning the company’s success to individual fulfillment. More »
Tips for Following Through on Improvement Plan Execution
By: David Verble | January 13, 2021
Columns
There is a critical difference between follow-through and follow-up during the A3 problem-solving process as David Verble, a veteran lean management coach with 30+ years of hands-on experience with A3s, explains. More »
How to Engage Everyone to Create a “Continuous Innovation Machine”
By: Jim Morgan | January 12, 2021
Columns
In a presentation to hundreds of engineers at a Fortune 100 manufacturer, Jim Morgan, an engineering PhD and former product development executive, explained what distinguishes Lean Product and Process Development (LPPD) from traditional methods of innovation. Morgan, who now is senior LPPD advisor at the nonprofit Lean Enterprise Institute, cited which of LPPD's three elements was paramount. More »
Develop Your People Patiently Rather Than Rely on Super Taylorism
By: Rose Heathcote, Daryl Powell and Eivind Reke | January 11, 2021
Columns
Lean starts with quality, argue the authors, who note that by worrying about and improving quality, we are also reducing both the cost of our misconceptions and our product's actual cost -- by developing our people. More »
How Cascading A3s Deploy Responsibility to Think as Well as Assign KPIs
By: David Verble | January 7, 2021
Columns
During a recent virtual workshop on how to use the A3 problem-solving methodology, a CEO asked how to cascade A3s down through every level of the company to link specific initiatives and strategic goals. Below is the answer from workshop instructor David Verble, during a follow-up conversation with the CEO and the company’s organizational development vice president. More »
Standardized Work is a Goal To Work Toward, Not a Tool to Implement
By: Jeffrey Liker | January 5, 2021
Columns
Standardized work can be an ugly thing in the hands of control-oriented bureaucrats and a beautiful thing when it enables creativity and continuous improvement, says Jeff Liker, adding that enabling bureaucracy takes more effort, but it is worth it. More »
Are You Deploying Lean Mechanistically--or Organically?
By: Jeffrey Liker | December 7, 2020
Columns
Toyota operates on a complete system based on organic rather than mechanistic principles, argues Jeff Liker, who delineates the advantages of this approach. More »
Who Cares? How to Engage Your People in Sustained Lean
By: Joanna McGuffey and Thomas Richert | December 3, 2020
Columns
If we want people to adopt lean practices because they will then be able to be more effective at work, then we must show them how these practices help them with their journey and stop talking about our journey, argue Joanna McGuffey and Tom Richert. More »
Why We Believe Micromanagement is Worth A Deeper Conversation
By: Lean Sensei Women | November 24, 2020
Columns
The Lean Sensei Women explore how poorly-focused micromanagement destroys trust--while well-placed micromanagement supports Lean fundamentals and delivers exceptional results. More »
Ask Art: What Role does Human Resources Play in a Lean Turnaround?
By: Art Byrne | October 21, 2020
Columns
Although you shouldn’t expect HR to lead the kaizen effort or set up extensive training programs, there is still plenty for them to do that will be critical to the success of your lean turnaround, says Art Byrne, who adds: "After all, lean is all about people.  " More »
Never Fail...To Create the Conditions for People to be Successful
By: Katie Anderson | October 13, 2020
Columns
In this excerpt from Learning to Lead, Leading to Learn, Katie Anderson shares the story of how Isao Yoshino learned first-hand the value that Toyota places in learning from failure--from humbly framing unexpected outcomes as opportunities to learn. More »
Applying Lean Thinking and Practice to Systemic Racism, Part 2 of 2
By: Christopher D. Chapman | October 8, 2020
Columns
To create anti-racist organizations to fit, value, and respect all people, leaders should step forward with a sound vision framed by the five principles of lean. Here's how. Part 2 of 2. More »
Using the Logic of Lean Thinking to Combat Racism, Part 1 of 2
By: Christopher D. Chapman | October 7, 2020
Columns
To create new anti-racist organizations, leaders need to fully embrace the five principles of lean: value vs. waste, value stream, flow, pull, and perfection. But first, we must reflect on history to help us grasp the current situation. Part one of two. More »
How Can Lean Fit Into Industry 4.0?
By: Andrew Quibell | October 6, 2020
Columns
Lean thinkers should never become slaves to technology, says Andrew Quibell, who sketches out ways to reflect on how lean can support and enable the coming Industry 4.  0. More »
Align Your Continuous Improvement Efforts: Practical Tips from 4 CEOs in 4 Major Business Sectors
By: Chet Marchwinski | October 1, 2020
Columns
Four CEOs who are leading lean management voices in the critical economic sectors of manufacturing, supply chain, healthcare, and education, offer advice on aligning your continuous improvement effort during the Virtual Lean Learning Experience conference. More »
The Power of Personal Yokoten
By: James P. Womack | September 29, 2020
Columns
Personal yokoten to teach new mindsets and attitudes is an activity all of us can perform out in the world every day with every manager, team leader, and team we touch, says Jim Womack. He believes we can transfer new, lean ideas about management and leadership in our civic roles and even in our families as we think through tough issues. More »
Mining the Lessons From Designing the Future
By: Lean Leaper | September 23, 2020
Columns
Designing the Future shares a wealth of insights that transcend product development minutiae; this articles shares the broader argument presented by the authors in this notable book. More »
New Book, Becoming the Change, Shows that Real Organizational Change Is Personal
By: Kim Barnas and John Toussaint, MD | September 22, 2020
Columns
Learn the cause of and cure for healthcare improvements that relapse to the old ways of working. Kim Barnes, Catalysis CEO, and John Toussaint, MD, demonstrate in their new book, Becoming the Change, that the problem is CEOs, boards, and executive teams who are disconnected from improvement work. The cure is for leaders to fundamentally change how they behave toward people. In other words, they must become the change. More »
Building People-Focused Problem-Solving Capacity
By: Lean Leaper | September 21, 2020
Columns
While Lean promises robust solutions to the most pressing of problems, it’s core promise offers something even more enduring: the organizational capacity to frame and face problems in a dynamic manner. This piece explores how the best lean organizations discover that disciplined lean practice helps develop a capacity to explore, learn, and indeed, solve problems by everyone. More »
View Crises as Manageable Challenges Through Steady Lean Leadership
By: Lean Leaper | September 14, 2020
Columns
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 »
Growing from a Tactical Practitioner to a Strategic Thinker
By: Andrew Quibell | August 25, 2020
Columns
One helpful way to move from being a tactical leader to a strategic one is to suggest that a better alternative exists and put people in a position where they can see the gains to be harvested from change, says Andrew Quibell. More »
Changing Routines
By: Josh Howell | August 18, 2020
Columns
In this article exploring ways to help lead positive change, Josh Howell asks: is pursuing understanding and conviction part of your influence or change model? Does your operating system enable it at the frontline, closest to the customer? And if not, what are the consequences? More »
How Using Kanban Builds Trust
By: Michael Ballé | August 12, 2020
Columns
Kanban functions as a trust machine because everyone using it must understand what they have to do and why, says Michael Balle: "Our purpose here is to share our ideas on what we believe is important in lean thinking.  " More »
How the A3 Process Developed to Help Build Better Managers, Part Two
By: John Shook and Isao Yoshino | August 7, 2020
Columns
In this second of two articles, Isao Yoshino and John Shook explore how A3 emerged as powerful practice at Toyota for developing better managers. More »
How the A3 Process Developed to Help Build Better Managers
By: John Shook and Isao Yoshino | August 6, 2020
Columns
One of the hallmarks of a successfully executed A3 process is that it is a collaborative activity--a learning process for everyone involved: for learner and teacher, senpai and kohai, sensei and deshi, say authors Isao Yoshino and John Shook. Here's the first of two articles tracing the development of A3 thinking at Toyota. More »
Show More »