Through 5 tickets, we scanned a set of software development practices to implement the 5 Pillars of Lean : - the definition of value, the
- stream mapping to create value ,
- the continuous flow of value creation ,
- flows from the value creation and
- the development.
Through other posts we've seen yet still other practices Lean on the contributing :
- to jidoka ,
- to Stop The Line ,
- to poka-yoke and
- to 5S .
A daily practice of these tools and attitude of continuous improvement in all the days unfortunately does not become an organization Lean . At best, it develops Lean islets.
Attention is already a lot! but it is possible to go much further if you link these islands if they are given meaning and if it ensures continuity by right corporate culture.
To ensure continuity practices and really promote the continuous improvement requires a corporate culture that requires decision making based on long-term goals . The overnight flight and at the mercy of storms does not have time to progress through practice.
To give meaning to these practices and to justify their adoption requires a corporate culture known teams . Practice and attitude that goes with it are more easily adopted if the teams understand how it serves their customers, their business and personal development .
For such a corporate culture is known teams must that 'it is taught . It is the responsibility of managers to be leaders that practice and teach culture in their teams. For this, these leaders must be the field, know the business and teaching profession by example with reference to the corporate culture justify how the practice . In such a dynamic, leaders become practitioners systematic problem-solving for help their teams become more productive and help to meet their objectives.
So with practices deeply rooted in corporate culture, itself taught by leading practitioners, it becomes possible to connect the islands to develop a Lean Lean organization.
AND NOW?
the Job
Attention is already a lot! but it is possible to go much further if you link these islands if they are given meaning and if it ensures continuity by right corporate culture.
To ensure continuity practices and really promote the continuous improvement requires a corporate culture that requires decision making based on long-term goals . The overnight flight and at the mercy of storms does not have time to progress through practice.
To give meaning to these practices and to justify their adoption requires a corporate culture known teams . Practice and attitude that goes with it are more easily adopted if the teams understand how it serves their customers, their business and personal development .
For such a corporate culture is known teams must that 'it is taught . It is the responsibility of managers to be leaders that practice and teach culture in their teams. For this, these leaders must be the field, know the business and teaching profession by example with reference to the corporate culture justify how the practice . In such a dynamic, leaders become practitioners systematic problem-solving for help their teams become more productive and help to meet their objectives.
So with practices deeply rooted in corporate culture, itself taught by leading practitioners, it becomes possible to connect the islands to develop a Lean Lean organization.
AND NOW?
the Job
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