Daily Management, Strategy Execution, and Lean Leadership with José Ferro

My guest for Episode #521 of the Lean Blog Interviews Podcast is  José R. Ferro, PhD, a Senior Advisor with the Lean Enterprise Institute and the Founder and President, Lean Institute Brasil.

Episode page with video, transcript, and more

By founding Lean Institute Brasil in 1999 to disseminate the principles and practices of lean thinking to Brazilian companies, Ferro helped catalyze a global movement to establish lean institutes in other countries, which ultimately grew into the Lean Global Network, chartered in 2007.

In the late eighties, he was a visiting scholar in MIT’s International Motor Vehicle Research Program (IMVP), which introduced the term “lean” to describe Toyota’s revolutionary management system.

Ferro received PhD and master’s degrees in business administration, Getulio Vargas Foundation, and production engineering from the University of São Paulo in São Carlos.

His new book, Daily Management to Execute Strategy: Solving problems and developing people every day, is available now.

In today's episode, José will share practical insights on how to integrate daily management with strategy, the critical role of psychological safety in fostering problem-solving and improvement, and lessons learned from decades of leadership and Lean practice.

So, stay tuned for an engaging conversation about Lean, leadership, and creating cultures that thrive on continuous learning and improvement!

Questions, Notes, and Highlights:

• José's Lean Origin Story: How did you first encounter Toyota-related practices, even before the term “Lean” was coined?
• Initial Impressions: What was your perspective on Lean’s balance between efficiency and a humane approach in its early days?
• Brazil’s Lean Journey: How did the opening of markets in the 1990s influence Lean adoption in Brazil across industries?
• Daily Management Framework: How do you define daily management, and what are its key elements?
• Challenges of Implementation: Why is there often a gap between technical Lean tools and the social aspects like leadership and problem-solving?
• The Book’s Framework: Can you explain the three foundational blocks of daily management from your book?
• Leadership's Role: What’s the leader’s role in connecting strategy to daily execution?
• Psychological Safety: Why is psychological safety so foundational, and how does it coexist with challenging environments?
• Problem-Solving Integration: How can organizations better connect daily huddles with deeper problem-solving efforts?
• Examples in Practice: Can you share real-world examples of organizations successfully applying your daily management framework?
• Future Vision: Where do you see opportunities for Lean to grow in Brazil or globally, especially in non-traditional sectors?

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