Management Improvement Carnival #5

  • New Directions, Bad Lean Strategies and Leading Lean by Jamie Flinchbaugh – “Throughout my travels, I continue to be frustrated with the lack of creative thinking that is going into lean transformation strategies… When you begin convincing yourself that you are on the journey, when you really are not, you will get disappointed in the results and not really learn what should be different.”
  • Start with the Customer, and Work Backwards by Peter Abilla – “Describe in precise detail the customer experience for the different things a customer might do with the product. For products with a user interface, we would build mock ups of each screen that the customer uses.”
  • Customer service gone shockingly right by Saska – “So this is my Valentine to Nintendo. That was the most awesome customer service experience I ever, ever had.”
  • The Most Important Trait? by Frank Patrick – “It’s management’s responsibility to determine the priorities, either by edict or, preferably, by some systematic process, and to provide processes to minimize re-prioritization as much as possible.”
  • Are Annual Reviews Killing Your Morale? by Mark Graban – “So what did Deming suggest? It was always a simple mandate, hard to execute: Substitute Leadership”
  • My Favorite Choopchicks – Cost Cutting by Kevin Kohls – “In reality, most of these cost cutting actions have no significant effect on the bottom line, and many, especially if they impact the constraint, may actually have a negative impact on the bottom line.”
  • How much control should our users have? – “The big problem is that we make our beginning users suffer just so our advanced users can tweak and tune their configurations, workflow, and output.”
  • The Hardest Thing I Have To Do Every Day by Jeremy Zawodny – The hardest thing I have to do every day is to decide what to ignore… In our culture of abundance, they’re nearly infinite in number.
  • What Harley-Davidson Learned From GM by Kevin Meyer – “they couldn’t, and didn’t, try to explain the upcoming competitive reality to their workers. That management failure led to their current problems.”
  • Illusions – Optical and Other by John Hunter – “Understanding the ease with which we can reach false conclusions can be a powerful aid in improving management decision making.”
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