Vertical and Horizontal Alignment
The following article represents one percent of the information in the book, Developing Lean Leaders at All Levels, by Jeff Liker and George Trachilis. The teaching objectives for this section are to: Discuss the age-old question that Hoshin Kanri tries to solve. Discuss the history of Hoshin Kanri at Toyota Motor Company (TMC). Share the initial mechanics of setting up metrics for Hoshin Kanri. VERTICAL AND HORIZONTAL ALIGNMENT The age-old management question: How do you develop people with skills and motivation aligned toward a common vision? I bet that you could find some Greek writings or even earlier–ten thousand years
Continuous Improvement must happen within your Workgroup
The following article is inspired by the book, Developing Lean Leaders at All Levels, by Jeff Liker and George Trachilis. The teaching objectives for this section are to: Review the Lean Leadership Development Model. Discuss the self-development learning cycles in more detail. Point out the triggers that tell you when you are ready for Hoshin Kanri. CONTINUOUS IMPROVEMENT MUST HAPPEN WITHIN YOUR WORK GROUP It’s worth taking a moment to review the model we have been discussing for over a year now. We started with committing to self-development; and there are at least two parts to that topic,
Creating Vision and Capability
The following article is inspired by the book, Developing Lean Leaders at All Levels, by Jeff Liker and George Trachilis. CREATE THE VISION AND THE CAPABILITY Welcome back Lean Leaders! In the recent past I posted articles on the first 3 steps of the Lean Leadership Development Model. We also covered the True North Values that are at the center of this model. All lean leaders should embrace them – as first step – towards developing themselves and their teams towards achieving their company goals. If you could in real time do all the things we’ve talked about in