Management Improvement Carnival #71

Read the previous management carnivals.

  • Caring for Your People: Part of the Boss’s Job by Wally Bock – “Caring for your people means helping them grow and develop. You can help them develop skills to keep them out of trouble in the future.”
  • Maker’s Schedule, Manager’s Schedule by Paul Graham – “You can’t write or program well in units of an hour. That’s barely enough time to get started. When you’re operating on the maker’s schedule, meetings are a disaster.”
  • Getting things done when you’re not in charge by Kathleen Fasanella – “This can be difficult but you need to negotiate for permission to work on projects that your employer may not consider to be real work. These projects should be opportunities to experiment with processes or changes that can result in big savings. Not all of these will pan out but I guarantee that you’ll end up using what you learned in future projects.”
  • Are Lean and Kanban being stretched to the breaking point? by Si Alhir – “As a tool, a Kanban System supports making the work visible. However, visibility may be necessary, but is it sufficient for self organization and continuous improvement?”
  • Measuring for Improvement by Mark Graban – “Process measures are important — having the right measures, in a timely way is critical to any lean implementation.”
  • Another Post on Lean Management by Lee Fried – “The best way to see this is to visit their visual system and see if they are tracking their own data, that it is up to date and that it is clear what processes they are working to improve. If there is no visual or it is being maintained by management it is obvious that they need to re-commit.”
  • Standard work, by any other name… by Dan Markovitz – “Standard work is not just something for the metal stamping line, or for the invoicing process. Standard work can be — should be, must be — applied to the way you work on an individual level as well. Because when you start applying lean principles to your own work, you’ll not only improve your own performance, you’ll set a model that will inspire others as well.”
  • Lean Is Not As Simple As ABC by Bill Waddell – “Let me make it very, very clear: Activity Based Costing is not Lean Accounting, it does not support lean manufacturing, it is not better than traditional standard costing, it is not leaner than traditional standard costing. It has no role whatsoever in the lean journey.”
  • Trimtab as a Leadership Paradigm by Robert Sayre – “you need a clear understanding of the current direction of the ‘ship’, the flow of the currents it is moving through, the knowledge of where it is heading, and a vision of where the ship ought to be heading – as well as understanding where and how to apply pressure on the rudder to bring about change.”
  • I’ll Take My Lean with Water, On the Rocks by Jon Miller – “Lowering the metaphorical water (inventory) makes the problems visible, which in turn allows us to address the problems and to design a more streamlined and responsive production and logistics system that is based on a pull: only making or moving goods and services with a clear customer signal.”
  • Akio Toyoda’s Message Shows Real Leadership by John Hunter – Once again Toyota shows they are the type of management I want to invest in… Toyota continues to show they are an exceptional company that doesn’t waver due to short term pressures (but they do react, just within their long term vision).

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