FEATURE – We are used to approaching strategic thinking as if our organization was in a position of stability and dominance. What if we started to look at it as creating better deals with all parties involved?
CASE STUDY – Catalonia’s largest hospital is undergoing a successful transformation – supported by pioneering hoshin experiments – that has already turned it into a poster child for lean healthcare in the region.
FEATURE – Whether improvement efforts are paying off and people are internalizing a lean way of thinking is a constant worry for many leaders. Here’s a trick to gauge how well – or how poorly – things are going in your transformation.
FEATURE – In this compelling theoretical piece, the author reminds us how in a lean organization relations are structured around learning opportunities rather than execution. This is what ultimately enables a company to grow.
NOTES FROM THE (VIRTUAL) GEMBA – In the last of her series of virtual gemba walks, the author learns how a hospital in the Caribbean island of Martinique relied on Lean Thinking in its fight against the Coronavirus.
OPINION – The digital revolution has forever changed the nature of employment: today's workers have more choice and employers competing for them than ever before. It's about time our approach to HR reflected that.
WOMACK'S YOKOTEN – As a first instinct, most of us tend to provide answers and solutions rather than ask questions. In this month's Yokoten, Jim Womack provides advice on how to fight this behavior and become a coach.
WOMACK'S YOKOTEN - Every practitioner has encountered employee resistance to lean at some point. Here's a few tips on how to win over naysayers and perhaps even turn them into some of your biggest supporters.
FEATURE - We are often told that employee resistance to change is natural, but it’s really just the result of a wrong approach to lean thinking. Learn to effectively engage people and change will follow.
1 QUESTION, 5 ANSWERS – Without the active participation of people in improvement activities, lean is nothing but theory. Sadly, engaging folks is easier said than done. We asked five lean practitioners to share their approach to people engagement.
FEATURE – As an experiment to boost cross-functional collaboration, creativity and joy on the workplace, Iceland-based machining manufacturer Marel recently ran a hackathon. Here's what the experience taught them.
FEATURE - What if it were your staff driving change rather than managers? A focus on improvement at the front line and on people development proved critical to the lean transformation of a Stanford hospital.
FEATURE – They say lean is all about people, and yet emotions – something we all feel and express daily – are largely absent from the lean discourse. The authors discuss the role they play in a lean transformation.
FEATURE – What started as the idea of two friends to meet up and discuss their lean journeys turned into a regular get-together of lean practitioners in the Cape Town area. Another example of the importance of sharing.
INTERVIEW – The CEO of a Scottish health board takes us through the organization’s long lean journey, reminding us that allowing people to take the initiative often leads to the most impressive discoveries.
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.
COLUMN - Menlo Innovations may not define itself as a "lean organization" but there is no doubt that its management style is akin to the principles lean teaches. Here, a front-line Menlonian shares her thoughts on the company's culture.
FEATURE - No matter how hard you try to convince them about lean, some people stay stubborn, aggressive and helpless. So instead of pushing your way onto them, have them pull the appropriate responses from you.
CASE STUDY - Through the involvement of front line staff, Hartmann’s production plant near Barcelona is paving the way for an expansion into different markets and inspiring the adoption of lean across the multinational.
ARTICLE – In her second piece for PL, Frances Steinberg returns to the topic of working more effectively with people and the importance of going beyond the structured approach of kata familiar to so many of us.