Bertrand Duperrin's Library tagged lean →  View Popular, Search in Google

"Six Sigma, Kaizen, Lean, and other variations on continuous improvement can be hazardous to your organization's health. While it may be heresy to say this, recent evidence from Japan and elsewhere suggests that it's time to question these methods."

sixsigma lean kaizen continuousimprovement

"La taille d’une organisation influe sur les modes de prise de décision, de transfert d’information ou de coopération, ce qui fait que les « bonnes recettes » à 10 personnes ne fonctionnent pas forcément à 100 ou encore moins à 1000. Plus précisément, un grand nombre de problèmes apparaissent lorsque la taille augmente, et l’efficacité n’est pas proportionnelle à la force de travail disponible. Cette constatation n’est pas sans rappeler ce qu’on observe dans les systèmes parallèles (cf. la loi d’Admdhal) qui montre que la puissance que l’on obtient en multipliant les processeurs est compensée par la tâche croissante de synchronisation. Ce n’est pas une surprise : les petites structures souffrent moins des problèmes de coordination et de synchronisation !"

organization coordination dunbar scale scalability context teams management structure organizationaldesign lean interfaces autonomy SOA complexity networks socialnetworks enterprise2.0 socialbusiness podularity

"Le Lean est très actuel, d’où sa popularité. Il incarne des valeurs qu’attendent aujourd’hui nos sociétés : agilité, temps réel, absence de gaspillage (toutes les questions de responsabilité des entreprises, qu'elle soit sociale ou environnementale), en quête aussi d’harmonie tant personnelle que collective.
Pour toutes ces raisons, à la fois positives pour les entreprises et nécessaires pour les individus, le RSE (réseau social d’entreprise) pourrait bien être le « véhicule » du Lean en entreprise. C’est même, selon moi, l’endroit du Lean par excellence…, ce qui explique aussi son succès. Et je vais tenter de vous le démontrer en comparant usine et numérique."

lean enterprise2.0 socialbusiness socialnetworks management pdca problemsolving kaizen

"L'objectif d'hier soir était d'échanger sur la gestion des egos en faisant se rencontrer deux mondes, celui de la haute performance sportive et de l' "élevage de champions", et celui des “knowledge workers” en prise avec les nouvelles approches collaboratives du travail. "

egos egoless knowledgeworkers management lean enterprise2.0

""This business model is right for a company selling Purina Dog Chow, circa 1970."

"There's no way we could ever be this collaborative."

Both are comments I got about my book, back in 2009, about setting direction, collaboratively. The first is from a Google executive; the second, from an exec at Cisco. Same business model architecture, two entirely different responses: obvious or unachievable."

social businessmodel lean conversations valuechain sharing competitiveadvantage value valuecreation

"es premiers résultats montrent que les modèles d’affaires peuvent aujourd’hui être l’objet d’un certain nombre de ruptures, mais aussi que le modèle de pilotage des processus de gouvernance, voire des formes de leadership dans l’entreprise, peuvent être largement impactées par l’irruption du numérique. Deux dimensions que l’on se propose de traiter, à la fois la stratégie et gouvernance"

lean enterprise2.0 socialbusiness strategy governance process culture taylor IT collaboration innovation complexity customer customerfeedback customerexperience

"Toujours en préambule du E2.0 Summit qui va se tenir à Paris les 7 et 8 février prochain, je vous propose une nouvelle interview d’un des intervenants principaux : Yves Caseau, le DGA de Bouygues Telecom en charge des technologies et de l’innovation dont je vous avais déjà parlé du livre (Un livre pour tout savoir sur la collaboration et le lean management).

Je vous livre ici une traduction de l’interview menée par l’organisateur de la conférence."

enterprise2.0 process lean leanmanagement collaboration book yvescazeau structuredcollaboration unstructuredcollaboration emergentcollaboration emergentprocesses management decisionmaking

"I have been blogging quite substantially about Lean Management lately and I have noticed a common purpose with Agile methodologies (which get me blogging 4 years ago) and Enterprise 2.0 (which has kept my blogging busy for the last 2 years) : they all address complexity and permanent change, the key characteristics of our business world. This is one of the key ideas of the great book by Yves Caseau Processus & Entrerprise 2.0 [FR]."

lean agility knowledgeeconomy organization management leanmanagement taylorism complexity behavioralsciences education middlemanagement

"In today’s increasingly dynamic business environment, organizations must continuously adapt to survive. Ironically, change management has become a major bottleneck. Inefficient offline reviews are disconnected from daily operations and unresponsive to evolving requirements. Organizations’ need a practical mechanism for managing controlled variance and change in-flight to break the logjam."

lean leanmanagement agility collaboration social socialcollaboration flexibility changemanagement businessprocess IT context

"The concept of waste has lately been transferred from manufacturing to other practices such as product development. According to lean principles, when a development project is started, the goal is to complete it as rapidly as possible. In a sense, ongoing development projects are just like inventory sitting around in a factory. Design and prototypes are only valuable when (paying) customers are involved."

LEAN waste processes customer customerinvolvement communication networks agility agilebusiness unpredictability conversations dynamicprocesses dynamicbusiness

"Even though it's what keeps companies operationally in shape, front-line process improvement is hard to sustain. Why? Consider the story of Technicolor."

process casestudies technicolor improvement lean attrition engagement

"Si toutes ces méthodes peinent à obtenir des résultats significatifs et durables – quelle grande DSI peut aujourd’hui se targuer d’être le chouchou du COMEX pour ses réussites ? C’est bien que ces pré-requis ne sont que très rarement remplis. Alors pourquoi se focaliser sur des techniques innovantes, les X management, plutôt que sur le fond de la toile : la confiance qui permet l’autonomie, le respect d’un pacte social qui désinhibe le changement, et le sens qui fonde l’action ?"

management leanmanagement lean trust ITdepartment sense sensemaking

"There is a movement taking place in the IT industry that is really driven by major consumer technology vendors including Apple, Google and Facebook. What these three companies do is really starting to set the tone for what people expect from a software application. The expectations of a software application may have historically centered around its ability to solve business problems or to enable specific types of transactions or management processes. Today, the software application is expected to let users communicate and interact with each other the way that they can on Facebook. Organic and guided search as found on Google is also expected, as is the intuitive usability of the iPad.
In fact, employees and managers of most any business are already communicating with each other through various Web 2.0 technologies — the problem being that all of this communication is taking place outside the bounds of formal and secure IT systems."

IT enterprise2.0 socialmedia ERP knowledge LEAN security risk liability

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 ?

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 .

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.

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.

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.

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

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agility flexibility LEAN BPM enterprise2.0