Wie ich bereits in meinem letzten Beitrag erwähnt habe, erfolgt die kontinuierliche Verbesserung (Kaizen) durch Menschen, idealerweise nahe am Arbeitsplatz. Sie sollten immer nach Menschen Ausschau halten, die sich entwickeln und wachsen können, da sie ihrerseits Ihre kontinuierliche Verbesserung fördern. Auch wenn es wirklich schwer ist, spezifische Empfehlungen zu geben, die für alle gelten, möchte ich ein wenig über das Thema nachdenken.
Leadership
Wer macht Kaizen?
Ein zentraler Aspekt der schlanken Produktion ist die kontinuierliche Verbesserung, im Japanischen Kaizen genannt. Dieses Konzept legt den Schwerpunkt auf kontinuierliche, schrittweise Verbesserungen von Prozessen, Produkten und Dienstleistungen. Dennoch gibt es häufig Unterschiede zwischen der Art und Weise, wie Toyota Kaizen durchführt, und der Art und Weise, wie der Rest der Welt Kaizen durchführt. Diese beziehen sich hauptsächlich darauf, wer die meisten Kaizen-Aktivitäten durchführt. In westlichen Unternehmen wird Kaizen in der Regel vom Management vorangetrieben. Bei Toyota werden die meisten Verbesserungen in den Werkstätten durchgeführt. Lassen Sie mich das erklären…
(EN) The Boss Knows Best … or Does He?
This post is on a topic you probably all have had experience with at one point or another (or even all the time) in your career. A superior makes a decision, and you are internally wincing because you know right away that it is a really bad idea. In this post I would like to talk about uncertainty and decision making, and how to make better suggestions. If you are a regular reader of my posts, you probably already know the answer: Involve the employees! This post is a continuation of my previous post on military leadership.
(EN) Military Leadership and Disobedience
In a recent LinkedIn discussion, there was a disagreement on leadership favoring a much more authoritarian leadership style and stating „A general who asks his soldiers if they will fight, he is not yet ready for war.“ I disagree with this view, both for military and especially for manufacturing. Yet, this discussion inspired me to write two posts on the difficult subject of leadership. This first post here looks in more detail at military leadership, and the occasional need of soldiers to refuse, ignore, or disobey an order. A second post will look at what this means for manufacturing.
(EN) About the Value of Disagreement for Leadership
Leaders not only make decisions, but also have a large impact on the mood and the culture in a company. Often, they like to be right. Yet, they are only humans, they don’t know everything, and they do make mistakes. Hence, a good culture for disagreement is important to make better decisions. In this post I would like to talk more about the value of disagreement, and why it is not common to find it in industry.
(EN) Respect for People – It’s Difficult…
In this last post on „Respect for People“ or „Respect for Humanity,“ I will look at all the difficulties in having respect for others. There is often the cultural aspect. There is the problem that everybody is different. One great (but not always easy tool) is Feedback! I will also talk a bit more about Toyota.
(EN) Respect for People – Why and How
In my previous post on „Respect for People“ or „Respect for Humanity,“ I gave you a bit of an introduction to this very challenging topic. In this second post of the series I will look at why you should have respect for others, and especially how you can show respect. However, especially the „how to …“ part will be difficult.
(EN) Respect for People – Introduction
One important aspect in lean manufacturing is „Respect for People,“ or more correctly, „Respect for Humanity.“ But while it is mentioned frequently in presentations and books on lean manufacturing, what it actually means is often glossed over. And it is not an easy topic to write about. There is no „5 Steps to Respect for People.“ Sorry. I have been thinking about writing a blog post on respect for quite some time, but it is difficult to write something substantial rather than just some anecdotes. It runs the risk of quickly drifting off into general management and leadership behavior. Nevertheless, I managed to write a series of three blog posts on it. Well, anyway, here we go…