Here is LeanBlog Podcast #41 with Dr. Jeffrey Liker, Professor of Industrial and Operations Engineering at the University of Michigan. Dr. Liker is most recently the co-author (with Michael Hoseus) of Toyota Culture: The Heart and Soul of the Toyota Way and many other books, which can be found here on Amazon.com. This is part 3 of our recent series. Today, we talk about the development of managers within a Lean organization.
For earlier episodes, visit the main Podcast page, which includes information on how to subscribe via RSS or via Apple Podcasts.
LeanBlog Podcast #41 Key Points & Links
- From a listener: Many companies shift managers around almost constantly. How does Toyota develop their managers in a way that helps encourage “respect for people?”
- Other companies where Toyota can find similar leaders: NUMMI, Subaru
- Developing vs hiring leaders — does your culture just evolve or do you teach the culture?
- 3 years is typically the rule of thumb for how long a manager should be in place, more important, though, is who is there in the workgroup who provides leadership? Is there someone to pick up the leadership gap if one person leavfes?
- Toyota does rotate leaders to develop people
- With the “quality people value stream,” you should be developing people every day
- Dr. Liker talks about his firm Optiprise
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