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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Improving the front-line work in construction
June 10, 2021
Improving the front-line work in construction

FEATURE – What is the key to improving the front-line construction work? Our lean construction coaches pull their experience together to shed a light on the subject.

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Lean Thinking: ingredients, incubation and diffusion
July 24, 2018
Lean Thinking: ingredients, incubation and diffusion

FEATURE – The author offers an overview of the ingredients that made lean thinking what it is, of the 30 years of incubation it underwent at Toyota, and of its diffusion from 1980 onwards.

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What to do when the fire is out?
October 14, 2021
What to do when the fire is out?

CASE STUDY – This packaging company in Catalonia has been able to cleverly balance the resolution of urgent problems and the advancement of the lean transformation. But what to do when the burning platform is no more?

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Lean value networks in France
February 24, 2026
Lean value networks in France

NOTES FROM THE GEMBA – The author explores how France’s Lean community evolved through gemba practice, kanban-driven engagement, communities of practice, and a flywheel model turning shared learning into momentum.

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