Author Archive
|
Tom Ehrenfeld: How do we convince others to be lean?
By Tom Ehrenfeld, author of The Startup Garden and A Leader's Study Guide To The Gold Mine
- Last updated: Monday, May 31, 2010
|
How can we convince decision makers that lean is not a program to justify, but a way of doing business to achieve superior performance? |
|
Tom Ehrenfeld: How do Six Sigma and Lean fit together?
By Tom Ehrenfeld, author of The Startup Garden and A Leader's Study Guide To The Gold Mine
- Last updated: Sunday, April 4, 2010
|
How do Six Sigma and Lean fit together? Is one part of the other? Does one program cover more than the other? Or should the two not be compared in the first place? Please help define each of these programs, and explain how to think about both of them in the most productive way. Finally, elaborate on how whether other programs conflict or complement lean, and how to think about those as well. |
|
Tom Ehrenfeld: What is to be learned from Toyota now?
By Tom Ehrenfeld, author of The Startup Garden and A Leader's Study Guide To The Gold Mine
- Last updated: Friday, January 29, 2010
|
Toyota is making news for its product recalls and for suspending production on the bulk of its models to work out its problems. Naturally most public accounts focus on the question of what Toyota did wrong. I think this is a very challenging question, and perhaps not the most important moving forward. I would prefer to ask that you reflect on what remains to be learned. Given the news, could one conclude that the company has reached the limits of its potential? Has the full promise of its true practice been sufficiently uncovered and shared yet? Most of all, what ... |
|
Tom Ehrenfeld: Can you teach the lean ideal of respecting people without actually bullying them?
By Tom Ehrenfeld, author of The Startup Garden and A Leader's Study Guide To The Gold Mine
- Last updated: Wednesday, December 23, 2009
|
From a distance, lean looks like such a nice, humanistic improvement approach—one that treats people with respect and generates knowledge from the ground up. That’s all well and good, but the practice of teaching, and doing, lean invariably involves conflict, frustration, and, to be honest, what seems like a fair amount of bullying from superiors to prod their employees to “get it.” Isn’t the reality of doing lean far more frustrating and conflicted than one would think? How do you get people on board in a meaningful way? How do you teach the gospel of respecting people without bullying them ... 
Sandrine Olivencia
Operae Partners