Comments on: Slowing Down before Speeding Up http://www.dailykaizen.org/archives/142 A blog about improvement in health care Wed, 07 Jan 2009 08:57:43 +0000 http://wordpress.org/?v=2.7 hourly 1 By: Mark Graban http://www.dailykaizen.org/archives/142/comment-page-1#comment-77 Mark Graban Thu, 07 Sep 2006 02:49:17 +0000 http://www.dailykaizen.org/archives/142#comment-77 Toyota doesn't just build cars, they build people. Toyota doesn’t just build cars, they build people.

]]> By: Lee Fried http://www.dailykaizen.org/archives/142/comment-page-1#comment-76 Lee Fried Wed, 06 Sep 2006 23:34:59 +0000 http://www.dailykaizen.org/archives/142#comment-76 Martin, I agree with your comments. Especially your point about managing in an environment with stable processes. Standardization allows managers the ability to freed up from the risk of allowing staff to make decision on their own, because they are working off a predictable platform. Additionally, managers no longer have to fight fires all day because of this stability. meaning the role of the manager changes to one that coaches and mentors as opposed to decides and fixes. Thanks for the input, Lee Martin,

I agree with your comments. Especially your point about managing in an environment with stable processes. Standardization allows managers the ability to freed up from the risk of allowing staff to make decision on their own, because they are working off a predictable platform. Additionally, managers no longer have to fight fires all day because of this stability. meaning the role of the manager changes to one that coaches and mentors as opposed to decides and fixes.

Thanks for the input,

Lee

]]> By: Martin Stabler http://www.dailykaizen.org/archives/142/comment-page-1#comment-75 Martin Stabler Wed, 06 Sep 2006 22:43:09 +0000 http://www.dailykaizen.org/archives/142#comment-75 Agree with your comments about developing managers. In addition to developing skills in "coaching, mentoring and championing standard work," I think there needs to be a fundamental shift in perception of the managerial role (esp the role of mid-mgmt). The shift is towards seeing the mgmt role of one of managing processes. And a big part of this is learning to see waste and variation. I think "learning to see" may be one of the most valuable pieces of LEAN education. When a manager looks at work (processes) through a LEAN lens, and is able to standardize work, the managerial work of managing people becomes quite different. Hope this makes sense. Agree with your comments about developing managers. In addition to developing skills in “coaching, mentoring and championing standard work,” I think there needs to be a fundamental shift in perception of the managerial role (esp the role of mid-mgmt). The shift is towards seeing the mgmt role of one of managing processes.

And a big part of this is learning to see waste and variation. I think “learning to see” may be one of the most valuable pieces of LEAN education.

When a manager looks at work (processes) through a LEAN lens, and is able to standardize work, the managerial work of managing people becomes quite different. Hope this makes sense.

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