FEATURE - Mental schemas help us to process information, but they often lead us to blindly jump to solutions without understanding the problem. Here, the author explains how Lean Thinking mitigates that risk.
FEATURE – Hansei is a powerful tool that helps us understand Lean Thinking and advance on our journey. The author shares the lessons he learned from the struggles Halfway Toyota encountered during its years-long transformation.
CALL TO ARMS – Despite the spread of lean principles across the world, only a handful of universities have included the methodology in their programs. This article is a call-to-arms telling us why we have an obligation towards future generations.
WOMACK'S YOKOTEN - Senior leadership must learn to understand the work if they are to move away from the mindless metrics that lead managers to "game" numbers or to shift responsibility on to other departments.
ARTICLE – Standardization is often ignored and misunderstood, but is as critical to a lean transformation as continuous improvement. This piece by our Polish team explains why standard work is not to be neglected.
OPINION – When do our mistake become an ominous sign that we are giving up on our customers and people? Following the salmonella contamination in cereals in Israel, the author reflects on business purpose and the importance of transparency.
FEATURE – Too often we tend to focus on trying to replicate success, rather than analyze failure. Yet, learning from mistakes is a fundamental principle in lean. This account of a transformation gone south offers an insightful critique of lean.
FEATURE ARTICLE – Danish company Solar has applied lean management principles to the rollout of a new ERP system to gradually strengthen the ties between an isolated IT department and the rest of the organization.
WOMACK’S YOKOTEN – On October 10, 1990 the book that introduced lean thinking to the world was published. Twenty-five years after Machine, one of the authors reflects on what the lean movement has achieved and on what is slowing it down.
FEATURE – Lean provides everyone with a framework to learn continuously and do an ever-better job. Without this understanding, an executive will not be able to steer the organization in the right direction.
OPINION – The rise and fall of organizations does not depend on chance or bad luck. It generally stems from a fundamentally flawed strategic approach that fails to define a purpose, alienates workers and ignores customers.
COLUMN – With many of us about to leave for our summer vacations, the importance of planning (a holiday just like a business venture) could not be clearer. But objectives and potential problems should be identified before setting off.
WOMACK'S YOKOTEN – Effective daily management is still hard to achieve for most organizations. But until line managers start tackling problems first hand as they emerge, rather than deferring and delegating them, basic stability will remain a mirage.
ONE QUESTION, FIVE ANSWERS – With this month’s question we try to understand what lean idea or principle our interviewees would have liked to learn sooner or better in their journey. So, heads up… You might be in a similar situation.
FEATURE – What are the immediate signs that tell us that our workplace is not conducive to kaizen? The author draws on his experience as a coach at the gemba to highlight them. Look out for them in your own company!
FEATURE – Repetitive flexible supply is a very effective method to level production scheduling, but as a FMCG company in the Netherlands found out, sometimes a number of conditions must be met before the approach becomes viable.
FEATURE – For the last article of their series, the authors ask themselves the ultimate question: who wins at lean, and who loses? What makes change sustainable? Turns out, it’s all about the fundamentals.
FEATURE – A kaizen suggestion scheme has the ability to unlock the potential of lean change in our organizations, but too often our mistakes kill it before it even has a chance to take off and gain momentum.
FEATURE – In a transformation, should we spread responsibilities across the business or go for a centralized Lean Office? For their second piece, our Polish colleagues look at what they have learned on the field.
FEATURE - One big "introduction to lean" course isn't enough to teach people continuous improvement. Training, and therefore learning, must happen on a daily basis. Here's the Ten Commandments of lean training.