As I was attempting to categorise some of my previous tweets to share with a team to whom I was delivering a management workshop, one category, one of the many loose ones, that surfaced was philosophical. And, I couldn't resist sharing this story.
When thinking about your transformation program, particularly when using Lean and A3 Structured Thinking, here are some of my past tweets that will give you some food for thought.
- Professor, The Heller School for Social Policy and Management, Brandeis University
- Previously Senior Research Scientist, MIT Sloan School of Management, and Executive Director, MIT Engineering Systems Learning Center
"In reality, this is a culture change on a massive scale. It is a shift to a culture that can see the value in recognizing ‘disconnects’ with customers. It is a shift to a culture where frontline workers have the skills and motivation to conduct root-cause analysis.It is a shift to a culture in which learning is seen as central to business success, not just an add-on activity.
Manufacturing, the birthplace of Lean, has contributed a great deal to the ideas of flow, just-in-time processes, respect for people and shaping a management system that now dominates much of the manufacturing world.
It used to be that management skills were passed along from superiors, well aware of how an organization worked based on established institutional knowledge. The formula was simple: Take past management strategies, tweak and adjust for current realities and then manage. It’s an approach that was packaged, taught and executed with ease.