Lean leadership

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The origin of Lean Leadership lies in Lean Management and became known through the Toyota management development model (Lean Leadership Development Model). The understanding of leadership in Lean Leadership and thus also in Hoshin Kanri (Policy Deployment) differs greatly from conventional leadership models and management styles.

Core idea

  • Lean leadership is characterized by the fact that, in addition to improving corporate processes (including "avoiding waste", "increasing added value"), the human factor is increasingly taken into account. The motto is: "Enable instead of instruct".
  • Lean leadership aims to gradually increase the ability of managers to develop their own competence and that of their employees, so that not only the acute problems are properly solved, but also the competence to continuously improve the performance of the entire organization increases.
  • Lean leadership pursues the overriding goal of establishing good problem-solving processes in the organization, so that achieving the goals becomes a natural process.

The Lean Leadership Development Model

Companies that practice Lean Leadership take a very systematic approach to identifying and developing their leaders. They are based on a management development model that includes the following stages:

• Develop yourself as a manager: A (future) core competence of managers is the ability to reflect on their own behavior and actions and to systematically increase their own "performance". That is why the first stage of leadership development is your own development.

• Coaching and developing others: The second stage is to take on the core task of developing other people as a manager - with the overriding goal that they in turn acquire the competence to reflect on their behavior and their work and to develop (which in turn the executives relieved).

• Support daily Kaizen : The first two levels mainly concern individual guidance. From the third level, the focus is on the institution. In other words, it is now a matter of aligning groups of employees (team, departments, areas) in one direction and ensuring that Kaizen is maintained and improved.

• Create a vision and coordinate the goals: Ideally, all managers and the entire organization are involved in the final development stage. It means that all activities are coordinated in such a way that the challenging corporate goals are achieved (Hoshin Kanri). This presupposes that there is no silo thinking in the areas, the (departmental) goals are coordinated and geared towards achieving the highest corporate goals and that the resources are used accordingly. This goes far beyond the MbO process of “cascading goals”.

literature

  • Jim Collins: Good to Great: Why Some Companies make the Leap .. and Others Don't . HarperBusiness, 2001, ISBN 0-06-662099-6 .
  • Jeffrey K. Liker, Gary L. Convis: Toyota Lean Leadership . McGraw-Hill, 2012, ISBN 978-0-07-178078-0 .
  • Jeffrey K. Liker, James Franz: The Toyota Way to Continuous Improvement. McGraw-Hill, 2011, ISBN 978-0-07-147746-8 .
  • Jeffrey K. Liker, Michael Hoseus: The Toyota Culture . FinanzBook Verlag, 2009, ISBN 978-3-89879-446-6 .
  • Mike Rother: The world leader's kata - Toyota's best practices . Campus Verlag, 2009, ISBN 978-3-593-38996-7 .