The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development by Jeffrey Liker & Gary L. Convis

Author:Jeffrey Liker & Gary L. Convis [Liker, Jeffrey]
Language: eng
Format: mobi
Publisher: McGraw-Hill Education
Published: 2011-11-07T00:00:00+00:00

wasn’t a great deal of catch-ball down through the American organization. Similarly, we will see in the next chapter that when Gary ran Dana, he was using a modified version of hoshin kanri that included top-down objectives and plant managers developing the plans for attainment.

Most firms that try to transform to lean have the process backward. They set the goals and push targets down through the organization before they cultivate the skills that lower-level leaders need if they are to identify the best means for achieving those goals. It is somewhat like requiring a pianist to perform Chopin before she knows her scales; it sets the bar too high, sets the leader up for disappointment when he fails to meet his objectives, and creates a dynamic of distrust that is hard to undo. More important, it frequently leads to disaster for the company, as short-term decisions trump long-term considerations. It’s striking that so many companies trust managers to, for instance, cut costs by 10 percent year over year, but do not value them enough to invest in their leadership ability or to solicit input from them on the consequences of such cuts. Thus you get situations like the one noted earlier, where a “lean” initiative leads to laying off the people who have been trained in “lean” methods.

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