Planet Lean: The Official online magazine of the Lean Global Network
A CEO shows us the Obeya room in his hospital

A CEO shows us the Obeya room in his hospital

Carlos Frederico Pinto
November 15, 2017

VIDEO - The CEO of a cancer center in Brazil gives us a tour of the their obeya room, taking us through their strategy deployment and explaining how it supports their mission of reducing the burden of cancer.


Gemba guide: Carlos Frederico Pinto, CEO, Instituto de Oncologia do Vale - São José dos Campos, Brazil


Our obeya is something of a "living room" - it constantly evolves as the problems we face change. It is from the "Green Room" that we monitor our performance, track metrics, devise our strategy and then deploy it across the business.

Check out the video below, in which I show you the visual management boards we use and explain how the room works.


THE GEMBA GUIDE

Carlos Frederico Pinto photograph
Carlos Frederico Pinto is the CEO of Instituto de Oncologia do Vale, in Brazil

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Teaching lean management: current and future state
August 19, 2016
Teaching lean management: current and future state

INTERVIEW – Making lean thinking a bigger part of our university programs and education is the only way to ensure the methodology really comes to permeate our societies. But how can we ensure lean is taught in a way that makes sense?

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Games as a way to coach and teach lean thinking
July 23, 2017
Games as a way to coach and teach lean thinking

FEATURE – Simulations and games can be extremely beneficial, so long as we use them to highlight and explain the underlying behaviors we must adopt if we are to successfully embrace lean... and not only the tools.

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An eye for improvement
June 21, 2022
An eye for improvement

INTERVIEW – At last month’s International Lean Summit in Hungary, our editor sat down with the manager of a CooperVision site that is gradually converting its operations to make them leaner.

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Jim Womack on what influences our ability to sustain change
June 1, 2018
Jim Womack on what influences our ability to sustain change

WOMACK’S YOKOTEN – The author visits a company that has sustained lean for a decade. In trying to understand how they did it, he finds how fundamentally the management system has changed.

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