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Leading is about WE rather than ME. It comes from a recognition that I can take care of myself while we take care of each other, the customers, and the company.
Lean leaders keep attention to what is good for customers, stakeholders (supply chain, partners, the community, etc.), team members, and the company. Aligning the interests of all is ideal.
Experimental learning follows Dr. W. Edwards Deming’s cycle of improvement which turns everyone who uses it into a scientific thinker. People typically call it PDCA for Plan > Do > Check > Act.
Thinking in systems has been part of the Toyota Way since the 1950s. We just didn’t know it, or did we? Like many other Japanese manufacturers, they learned about quality and production at the feet of Dr. W. Edwards Deming, one of the people after WWII who helped them get back on their feet.
The Toyota Way principles #9 Grow Leaders and #10 Develop People and Teams are key responsibilities of people who are leaders. It starts by developing oneself as a leader. This is accomplished with ongoing study and more importantly by leading for learning.
There's a revolution happening. It’s called learning while doing. Great projects are Lean — yet the majority of Lean initiatives fail. Lean is generally misunderstood to be about the tools we use rather than the people at the place where they work.