Alan G. Robinson

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Alan G. Robinson

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Dr. Alan G. Robinson specializes in lean production, managing continuous improvement, creativity, ideas and innovation, and is the co-author of six books, which have been translated into more than twenty languages. His new book, The Idea-Driven Organization (co-authored with Dean Schroeder) is scheduled to be released on March 31, 2014.

According to the Society of Manufacturing Engineers (SME), Modern Approaches to Manufacturing Improvement -- his 1991 book with Shigeo Shingo, one of the developers of the Toyota Production System -- "remains a must-read for anyone interested in lean production".

Corporate Creativity (co-authored with Sam Stern) was named "Book of the Year" by the Academy of Human Resource Management, was a finalist in the Fin
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Are your Supervisors Straw Bosses, Clerks, or Leaders?

Are your Supervisors Straw Bosses, Clerks, or Leaders? post image


Supervisors are the people directly responsible for coordinating how work gets done, how a company’s goals and strategies are achieved through daily actions, and how routine improvements are accomplished. For most employees, their supervisor is the primary representative of their company – he or she is the most immediate human manifestation of their employer. Consequently, Are they bei

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Published on December 04, 2014 03:00
Average rating: 3.8 · 422 ratings · 48 reviews · 16 distinct worksSimilar authors
The Idea-Driven Organizatio...

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really liked it 4.00 avg rating — 223 ratings — published 2014 — 14 editions
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Ideas Are Free: How the Ide...

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Corporate Creativity: How I...

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コーポレート・クリエイティビティ―創造力発揮の6つのポイント

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BONNES IDEES NE COUTENT RIEN

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Ideas Are Free: How the Ide...

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“Very few managers know how to effectively tap the biggest source of performance improvement available to them: namely, the creativity and knowledge of the people who work for them.”
Alan G. Robinson, The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas

“Across organizations in services, manufacturing, healthcare and government, eighty percent of an organization’s improvement potential lies in front-line ideas.”
Alan G. Robinson, The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas

“After years of operating in a top-down manner that emphasizes control and conformance, organizations are rife with obstacles to bottom-up ideas that front-line staff are forced to overcome.”
Alan G. Robinson, The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas

“As managers rise up the hierarchy, a host of situational forces come to bear on them which can easily undermine their respect for the people on the front lines, and hence cause them to disregard the value in front-line ideas.”
Dean M. Schroeder, The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas

“From reserved parking places to separate bathrooms, the last things managers need are extravagant status symbols that tell them that they are better than the people who work for them.”
Dean M. Schroeder, The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas

“People with power listen less carefully, and have difficulty taking into account what others already know.”
Dean M. Schroeder

“People with power do not regulate their behavior as much. They become egocentric and preoccupied with their own self-interest, which eclipses their awareness of the interests of others.”
Dean M. Schroeder, The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas

“Convincing a leader of the value of front-line ideas alone is rarely enough for that person to overcome years of entrenched bad habits and to change his management style.”
Dean M. Schroeder, The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas

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