- 10 Common Misconceptions About Lean Manufacturing
- Ten Reasons Why One Piece Flow Will Not Work
- The Best Visual Control in the World
- Give Me 60 Minutes and I'll Give You a Lean Transformation
- Toyota Owes Grandpa Ford
- Look Up from Your Work and Ask: ;Could We Flow This?
- Ouch! Change Hurts
- E-mail 5S
- The Top 5 Reasons for Using Production Preparation Process (3P)
- You've Gotta Go to Gemba More Often Than That!
- 5S Your Desk: And Other Tips for Office Productivity
- Skill Matrix Enables Suggestion System
- Work Content for Line Leads
- Strong Supervision: The Key to Long-term Kaizen
- The Four Elements for Sustaining Kaizen
- Keys to Sustaining 5S
- Top 10 Improvement Tools Named After Lean Sensei
- Intuition, Information and the Toyota Production System
- Nine Rules for Fighting Endless Meetings
Lay First the Foundation of HumilityI came across this great quote by St. Augustine. These words work on many levels. When corporate board rooms far removed from the day to day realities of the gemba talk of operational excellence, they may wish to rise but will struggle or fail to achieve sustained performance gains. They need to begin by descending to their places of business where the seemingly mundane tasks are performed: the practice Toyota calls genchi genbutsu. When an ambitious airframe manufacturer wishes to soar above the competition by cleverly sending out nearly all complex manufacturing work to their suppliers, they will struggle until they descend to the planning rooms of the first tier suppliers, and visit the second and third tier suppliers to see whether their plans will in fact pan out. This requires a foundation of humility. When managers or lean consultants wish to raise the performance of a production line, they need to begin by descending from dreams to the facts, and start by scrubbing the machines, tools and floors clean and removing all obstacles to a safe workplace. What are we here to do? Serve others. Why? Because none of us are better or more important than others. That's all there is to it. Humility. By Jon Miller - January 17, 2008 6:46 PM |
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I think this not only means physically descending from the oak paneled board room to the manufacturing floor, but also spiritually descending from the "Father knows best, do as I say." to the "What do you think?" role. Too many presidents and VP's that I have worked with believe that their role as an officer gives them the ability (and the duty) to know everything and never be wrong. Taiichi Ohno wrote about sakkaku and admitting when you are wrong. Similarly, Masaaki Imai said, "Progress is impossible without the ability to admit mistakes." Clearly they both understood what St. Augustine was getting at. My question is: why do so many business leaders fail in this understanding? Thanks, Yes, you make a good point Erik. |









