Here is a question from a Lean Blog reader, posted with permission. Here’s something to chew on with your Monday morning coffee. I’ll post some thoughts later, but what do you think?
I recently attended a meeting where a suggestion was discussed. An employee from the procurement division made a suggestion about improving the procurement services. But the senior managers were puzzled. Why didn’t he just speak to his boss? Later, this was brought up with the procurement line manager and he shook his head in embarrassment,”Yes, I don’t understand it either!”
I don’t think managers were expecting the suggestion box to be used in this way and this confusion led to a diagnoses of failure in the manager-employee relationship. Given the mission of continuous improvement, how should a suggestion box and the “management pyramid” co-exist?
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