Categories

…in order to form a view… of what perfection would be, value stream managers need to apply the four lean principles of value specification, value stream identification, flow, and pull.

Certainly, a management determined to go faster can go faster…

The change agent and all of the senior managers in your firm must master [lean] themselves to a point where lean thinking becomes second nature.

…what primary workers and front-line managers typically don’t understand is how to think horizontally about the total flow of value and how to pull it.

…managers must become coaches rather than tyrants and employees become proactive.

…a growing fraction of managers seem to understand that real change and building a solid foundation simply take time.

The conventional idea of a career progressing up a ladder toward general management, with more and more direct reports, now needs replacement because the value stream doesn’t benefit.

Revolutionaries are often poor managers of the new order once it is put in place.

…the value stream manager develops the vision for the product, determines the Current State of the value stream, and then envisions the Future State.

Most managers accept the intellectual proposition that improvement is never finished.