Download Agile Management: Leadership in an Agile Environment by Ángel Medinilla PDF

By Ángel Medinilla

When you have attempted to enforce Agile on your association, you could have most likely realized much approximately improvement practices, teamwork, tactics and instruments, yet too little approximately tips to deal with such a company. but managerial help is usually the largest obstacle to effectively adopting Agile, and restricting your Agile efforts to these of the advance groups whereas doing an analogous old-style administration will dramatically restrict the power of your company to arrive the subsequent Agile level.

Ángel Medinilla will give you a entire figuring out of what Agile capacity to a company and the manager’s position in such an atmosphere, i.e., the best way to deal with, lead and encourage self-organizing groups and the way to create an Agile company tradition. in accordance with his heritage as a “veteran” Agile advisor for corporations of all sizes, he can provide insights and studies, issues out attainable pitfalls, offers functional methods and attainable situations, additionally together with targeted feedback for additional reading.

If you're a supervisor, workforce chief, evangelist, swap agent (or no matter what great name) and which will push Agile extra on your association, then this can be your publication. you'll learn the best way to switch the paradigm of what administration is set: it's not approximately arbitrary judgements, consistent supervision and growth keep watch over, and the negotiation of fixing necessities. it truly is approximately motivation, self-organization, accountability, and the exploitation of all undertaking stakeholders’ wisdom. we are living in a distinct international than the person who such a lot administration specialists of the twentieth century describe, and firms that try for fulfillment and excellence will want a new form of supervisor – Agile managers.

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We’ve already mentioned Jidoka, Andon, Heijunka, Value Stream Mapping, Genchi Genbutsu, Just-in-Time, Gemba Kaizen, A3 reports. . , the USB connector that can only be plugged one way); 5S plant maintenance systems (Sort-Set in orderShine-Standardize-Sustain); Single-Minute Exchange of Die, or the ability to change from one product manufacturing to another very fast; or root cause analysis as a way to look at problems, often combined with Ishikawa fishbone diagrams. As you see, we would need a whole dictionary to describe all the tools and practices that the Lean enterprises have produced in the last decades as forms to implement the 5 root principles and the 14 Toyota Way principles.

And then, on a Lean environment, they have to be labeled as “waste” and you have to strive to reduce them to the minimum or even eliminate them. For me, the magical question you have to make to identify waste is, “are we willing to do more of this? ” With this question, you’ll rapidly realize that meetings, managers, reports, inventories, transportations, rework, handoffs, overproduction, delays, and many other kinds of “wastes” are things that you have to eliminate or reduce to the minimum – but not less than the minimum, of course.

Go and see for yourself to thoroughly understand the situation. Often translated as “management by wandering,” Genchi Genbutsu is an important practice for the Lean leader: don’t rely only on reports, metrics, scorecards, and meetings. Go where the action is. Live with your team, sit with them, and experiment by yourself what is happening at the Gemba, the place where work is being performed. Help your team perform better and instruct them at the workplace. By the way, if you are not able to personally train your people, you are probably not qualified to be a true Lean leader and are working under the old Taylor paradigms of thinking managers versus working labor instead.

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