Strategy Driven

AUGUST 25, 2020

The management team ran through a myriad of metrics that had convinced the corporate office they had made real progress. The plant’s management boasted that inventory turns had increased from 6.5x Management then explained that their sales-per-employee productivity metric increased from $280,000 to $360,000. Overproduction.

Company 94

Company Kaizen Benchmarking Metrics 94

Deming Institute

JANUARY 16, 2017

Sadly, it didn’t take very long to realize that the plant had a very traditional management style, very traditionally combative labor/management relations, and a typical blame-and-shame, command-and-control environment that made people miserable and didn’t deliver quality to the customer or any of the right business results.

Kaizen 28

Kaizen Deming Lean Manufacturing Handbook 28

Mike Cardus

JANUARY 9, 2012

I think you have to take the principles and practices you mention, align them with the goals of the organization and decide where to place the emphasis. Surface Understanding As the comfort level increased and the professor, managers, peers coached and showed they tricks they began to “get a feel” for how drawing blood works.

Innovation 111

Innovation Company Retail Process 111

Harvard Business Review

AUGUST 29, 2017

The Japanese employees, while already fluent with Japanese concepts such as kaizen (improvement) and omotenashi (hospitality), struggled to become proficient in English. If you feel a sense of belonging with the larger organization, you’re more likely to share its values and goals. It consists of five key actions.

Succession 14

Succession Globalization Tacit Knowledge GDP 14

Harvard Business Review

OCTOBER 27, 2014

A mid-level manager in this 5,000-employee hospital, she is leading a 70-member group on patient flow as part of a larger organizational effort. Her ability to lead and inspire — to become a change leader from her position as a mid-level manager — is helping her team produce results. I found a few defining characteristics: 1.

Middle Management 12

Middle Management Six Sigma Taylorism Taylor 12

Harvard Business Review

OCTOBER 9, 2012

Instead of simplistic, one-note fixes, smart managers consider broader improvement plans, such as these: Set a cohesive sales strategy that focuses sales effort on the right customer segments with a compelling value proposition. Set sales force goals that are challenging, fair, and well-understood by the sales force.

Kaizen 8

Kaizen Incentives Market Segmentation Efficiency 8