The Gemba principle really resonates. I've found that understanding how systems actualy work beats theoretical knowledge every time. That line about solving factory problems from a board room captures something most consultants miss. You can tell when someone has spent time on the floor versus someone who just read the white papers. Curious if you've found certain industries more resistant to that hands-on learing approach than others?
Appreciate the comment! I've found the resistance isn't usually industry-specific, it's role-specific. The higher someone is from the actual work, the harder it is to get them to the Gemba. Executives in any industry can fall into the trap of managing from dashboards and decks. The ones who stay sharp make floor time non-negotiable, even when their calendar says otherwise. A lot of companies are making this a requirement for new executives. Toyota is the gold standard, but Walmart and Amazon have been good with this approach as well!
The Gemba principle really resonates. I've found that understanding how systems actualy work beats theoretical knowledge every time. That line about solving factory problems from a board room captures something most consultants miss. You can tell when someone has spent time on the floor versus someone who just read the white papers. Curious if you've found certain industries more resistant to that hands-on learing approach than others?
Appreciate the comment! I've found the resistance isn't usually industry-specific, it's role-specific. The higher someone is from the actual work, the harder it is to get them to the Gemba. Executives in any industry can fall into the trap of managing from dashboards and decks. The ones who stay sharp make floor time non-negotiable, even when their calendar says otherwise. A lot of companies are making this a requirement for new executives. Toyota is the gold standard, but Walmart and Amazon have been good with this approach as well!