FEATURE – Every year, Siena University Hospital runs a Lean Day to celebrate and award its best lean projects. In this new series, front-line people write about five of these initiatives: first up, Internal Medicine.
FEATURE – How do you ensure that visual management doesn’t become anything more than a way to reassure the boss, rather than foster a learning and problem solving culture? The author reflects on her company’s journey towards effective visualization.
FEATURE – The banking sector is floundering in the face of heavy regulation and increased competition from fintechs. So what can banks do? The author suggests they embrace lean IT in order to change their ways.
NOTES FROM THE GEMBA – On this gemba walk in the cardiology department of a Parisian hospital, the author discovers how the team is changing its internal dynamics and processes to make lean their way of thinking.
EDITOR’S LETTER – What a year 2016 has been! Many of us will be happy to see it go, but with challenging times comes a great opportunity for reflection. Our editor looks back at the best content of the past year.
FEATURE – We are used to seeing the organization as a mechanical entity, but how can a machine possible change and improve? We must change our mental model and learn to see the lean enterprise as a growing plant.
FEATURE – What if we ran our production schedule to time instead of quantity? While creating overproduction, running to time is a temporary first step to establish levelled production with fixed repetitive cycles.
FEATURE – A Michigan NGO that facilitates organ and tissue donation shares its experience with value stream mapping, reflecting on people coming together to understand the gap between current and future state.
FEATURE – When you are hiring 20-30 people in a week, getting them up to speed with the company’s way of working becomes critical. But how to do it effectively? A Polish factory found the answer in TWI.
ONE QUESTION, FIVE ANSWERS – Inspiration can help us solve a problem, get our colleagues interested in lean, or even pick ourselves up after a failure. But where do we get it from? We asked five practitioners.
FEATURE – We all want to create a lean culture in our organizations, but what makes cultural change possible? And, more importantly, what are the leadership behaviors that enable a new culture to take root?