Management Improvement Carnival #26

Please submit your favorite management posts to the carnival. Read the previous management carnivals.

  • Lean and waiting by Aza Badurdeen – “Carefully mapping and identifying the value stream will make it possible to identify wastes in the office (or in your service). When these are identified we can remove these wastes from the system.”
  • Happy Employees Create Value by Kevin Meyer – People have creativity, knowledge, experience, and ideas that can create value that doesn’t land on a traditional P&L. Hotelier Joie de Vivre does understand that oft-hidden but still real value.
  • Everything You Will Ever Need To Know About Business – “Also included is a personal note: ‘I’ve included an additional FREE book by the same author. Thanks for your order.’ I smile.
  • Womack on Respect for People by Mark Graban – “For anyone who thought ‘respect for people’ meant ‘being nice all the time,’ I hope Jim’s letter helps clarify the true difference.” (Curious Cat on respect for people circa 2006)
  • Ten Things Our Sensei Told Us by Kiki Risyandi – “Lean is about managing the value that your deliver to your customers so that all the elements of delivering that value work together in a seamless, coordinated fashion and driving through the organization horizontally instead of vertically.”
  • Sports ‘randomination’? by Mark J. Anderson – “From the knowledge gained from this experiment and other strategic moves, our team of techies went on to win our Class D league the following season.”
  • Lean Management Means Shifting from PPT to PPS by Jon Miller – The organizational learning experience within a lean enterprise involves a manager who is experienced in developing the practical problem solving story playing what Taiichi Ohno called the “game of wits” by thinking and working our problems. Ideally this is thinking is summarized on one page, in a standardized way that becomes a sort of language of management.
  • Jaded Julie Learns about Dr. Deming – “Grasping the situation is a universal starting point for any investigation. In industry we used to call it penetrating the problem. It’s logical that one must know where he is before planning how he’s going to get to where he wants to go.”
  • OEE – Not Just for TPM Programs! by Ron Pereira – “Anyone and everyone that cares how many widgets are produced in the plant should care about OEE. The operator should care (and be intimately involved in capturing the data). The line supervisor should care. The quality manager should care. The plant manager should definitely care. The maintenance team should care.”
  • Communicating Change by John Hunter – “I believe the best way to communicate such changes are to explain how they tie into the long term vision of the organization… Then all strategies are communicated based on how they support and integrate with that vision.”

Happy New Year

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