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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Work as we know it is disappearing; how can lean adapt?
October 26, 2016
Work as we know it is disappearing; how can lean adapt?

WOMACK’S YOKOTEN – The rise of the robots may still belong in sci-fi books, but there is no doubt that work as we know it is fading away. What is the role of lean thinking in this world of drones and driverless taxis?

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What the election of Donald Trump tells us about leadership
January 19, 2017
What the election of Donald Trump tells us about leadership

OPINION – Tomorrow, January 20, Donald J. Trump will be sworn in as 45th President of the United States. What can his campaign and dumbfounding victory teach us about leadership?

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Kaizen or kaikaku, wonders Jim Womack in his latest column
March 29, 2016
Kaizen or kaikaku, wonders Jim Womack in his latest column

WOMACK'S YOKOTEN - Kaizen or kaikaku? This is the problem. When it comes to the pace of change, should we carry on with small, incremental improvements or aim at more revolutionary changes instead?

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An ever deeper analysis of the work
February 16, 2019
An ever deeper analysis of the work

FEATURE – As we progress on our lean journey, results seem to become harder to achieve: it’s because we need to become more granular in our analysis and improvement of the work.

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