We have
just posted two more presentations from our last Lean Summit on our YouTube
channel addressing key challenges facing lean managers – how to focus
activities on the vital few and how to improve the effectiveness of
cross-functional projects.
The fact that most strategic plans are still built on a long list of projects shows how organisations struggle to deselect and focus. Pascal Dennis and Tom Jackson have described the Hoshin planning tool to unlock this dilemma in their books, yet progress in using it has been slow. In his talk at the Lean Summit Laurie West describes how he learnt to use Hoshin in his own business and then to teach it to other executive teams in the automotive and engineering industries. He stresses the importance of the process a team goes through to define their priorities, not just the tool itself. We will take this further at our Sharing Day on April 18th in Cardiff when Mark Reich from LEI will describe the Hoshin process he was responsible for at Toyota North America.
In 2008 Takashi Tanaka has highlighted the power of using the Oobeya visual project management room to bring PDCA discipline to managing cross-functional projects. In 2010 Takashi and Sharon Tanner described how Boeing was taking Oobeya project management out of engineering and into the Executive Office. In 2011 Takashi described how Oobeya formed a key building block in Toyota’s management system. This year Takashi extends the story to create Digital Oobeya rooms to enable remote teams to work together across the world.
We have been very encouraged by the response to the Sharing Day on 18th April. Already several organisations with a long history of lean have indicated they will share their stories and questions. If you would like to share your stories please submit your proposed summary by Friday 15th March, for us to review and shape the day. Do join us for what looks like being a fascinating day.
Yours sincerely
Daniel T Jones
Chairman, Lean Enterprise Academy
The fact that most strategic plans are still built on a long list of projects shows how organisations struggle to deselect and focus. Pascal Dennis and Tom Jackson have described the Hoshin planning tool to unlock this dilemma in their books, yet progress in using it has been slow. In his talk at the Lean Summit Laurie West describes how he learnt to use Hoshin in his own business and then to teach it to other executive teams in the automotive and engineering industries. He stresses the importance of the process a team goes through to define their priorities, not just the tool itself. We will take this further at our Sharing Day on April 18th in Cardiff when Mark Reich from LEI will describe the Hoshin process he was responsible for at Toyota North America.
In 2008 Takashi Tanaka has highlighted the power of using the Oobeya visual project management room to bring PDCA discipline to managing cross-functional projects. In 2010 Takashi and Sharon Tanner described how Boeing was taking Oobeya project management out of engineering and into the Executive Office. In 2011 Takashi described how Oobeya formed a key building block in Toyota’s management system. This year Takashi extends the story to create Digital Oobeya rooms to enable remote teams to work together across the world.
We have been very encouraged by the response to the Sharing Day on 18th April. Already several organisations with a long history of lean have indicated they will share their stories and questions. If you would like to share your stories please submit your proposed summary by Friday 15th March, for us to review and shape the day. Do join us for what looks like being a fascinating day.
Yours sincerely
Daniel T Jones
Chairman, Lean Enterprise Academy
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