Bertrand Duperrin's Library tagged lean →  View Popular

Vous connaissez Twitter, ce fameux outil de micro-blogging qui permet de partager à peu près tout ce que vous pouvez imaginer en 140 caractères… Pour ceux qui ne connaissent pas encore Twitter, cliquer ici.

Ce matin, j’aimerais vous présenter un article de Ralph Bernstein paru sur le blogue Lean Insider… Est-ce que Twitter est un outil Lean ?

nsisolution.wordpress.com/...utilisation-de-twitter-chez-gm - Preview

twitter lean GM customerrelationship customers

My triggering point for this post was a post by Peter Bergman in the Harvard Business blogs on the best way to change corporate culture. It is in many ways a recapitulation of fundamental issues organizations face on the cultural side. He says: "Performance reviews and training programs define the firm's expectations. Financial reward systems reinforce them. Memos and communications highlight what's important. And senior leadership actions — promotions for people who toe the line and a dead end career for those who don't — emphasize the firm's priorities. In most organizations these elements develop unconsciously and organically to create a system that, while not always ideal, works."

What all of this really boils down is two things - human and social capital. Toyota in my view could be one such company - the robust and high performance knowledge sharing network they have built across their supply chain is a case in point. See research paper here .

dinesht.typepad.com/...enterprise-20.html - Preview

enterprise2.0 toyota knowledgesharing humancapital socialcapital collaboration lean

The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively.

ow.ly/eZtv - Preview

toyota management philosophy organization culture toyotaway problemsolving push tps lean

Goals are indeed a pull system. Goals come from internal processes. We have individual and shared goals that motivate us to act.
Goals pull us, we ideally act based on goals. These individual actions are tasks. The tasks we take on are in service of the goals. However, if we don’t actually enjoy what we’re doing in service of these goals or, worse yet, act contrary to our goals – we are squandering our lives.

In a business context, if goals are clear amongst teams and the organization, the work involved in achieving those goals is more likely to be rewarding. We are happier in doing it. And this is a pull process.

ourfounder.typepad.com/...ent-and-the-pull-of-goals.html - Preview

lean organization pull management goal

Managers 2.0 must learn to be what Philip Kotter has called “leaders”. I.e. they must learn to lead change. This implies that they must learn to use people as clever human beings. Above all they must learn to manage groups. No longer consider companies as sets of disconnected individuals. Groups and societies have implicit rules (ethnologists’ “culture”). Their members, more or less consciously, follow these rules. Acting on them instantly transforms the organisation (Jay Forrester’s “leverage change”). What scientists call “complexity” is all about these properties of groups or “social networks”. Web 2.0 has started to use them.

christophe-faurie.blogspot.com/...management-20.html - Preview

management2.0 management leadership change changemanagement web2.0 lean creativedestruction innovation

www.gestionperformance.com/sigma-tqmle-piege-a-eviter.htm - Preview

sixsigma lean systemsanalysis management

www.thecontenteconomy.com/...nterprise-20-help-to-make.html - Preview

agility flexibility LEAN BPM enterprise2.0

lean.enst.fr/...esGensAvantDeProduireDesPieces - Preview

lean management leadership change