ABSTRACT
There are numerous aspects of Lean and Lean daily management (LDM) that are highly effective at supporting the aligned and meaningful goals that were created through the Hoshin planning process. This chapter explores two criterias for LDM: monthly meetings with manager or supervisor to reassess progress toward goals, identify barriers and next steps, and keep focused on improvement and focus on back-of-the-envelope measurements that are not time-consuming but allow to understand the effectiveness of changes. With regards to employee-established goals, which are at the opposite extreme of managers setting unrealistic or unachievable goals, there is another dysfunction that relates to the What’s in it for me? (WIIFM) principle. Some managers or supervisors probably realized a while ago that the goal-setting process is substantially meaningless in their organization, and simply have employees set their own goals.
