Mike Cardus
JANUARY 19, 2012
The image on the right reflects the ‘ Cascade-of-Planning ’ model or in Lean Manufacturing the Hoshin Kanri used in the Toyota Production System. Improvement in decision making and problem solving leads to improved innovation and work of the team. The difference is where the manager and subordinate interact. WITH OUT Coaching.
Harvard Business Review
FEBRUARY 7, 2011
I'd been asked to run an innovation workshop for Procter & Gamble's R&D group because of a book I had written. While I disagreed with some parts, this was a fascinating glimpse into P&G's innovation aspirations. I immediately grasped that P&G's innovation vocabulary was far more important to my effectiveness than my own.
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Harvard Business Review
MAY 5, 2011
Danaher, the $10 billion conglomerate of 600 manufacturing companies, got serious about process improvement after the surprising turnaround of a subsidiary in the mid-1990s. Its Jacobs Vehicle Systems unit used lean manufacturing techniques to eliminate waste, reduce floor space, and improve product flow.
Harvard Business Review
MAY 31, 2016
Back in the 1980s and 1990s, lean manufacturing was the Big New Idea and it seemed like everyone was learning new tools with Japanese names. Because these innovations can have a major impact on how people work, it’s essential to anticipate people’s concerns and build a persuasive case for the new approach.
Harvard Business Review
SEPTEMBER 26, 2013
We enlisted experts in operational effectiveness and service excellence, and both leaders and front line staff were trained on the principles of lean manufacturing. Initially described by John Krafcik at MIT in the late 1980s, lean principles build upon the quality improvement processes of the Toyota Production System (TPS).
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