FEATURE – We often think that making every product customers might want – no matter how little they sell or how much complexity they add to our schedule – is inherently lean. As Toyota understands quite well, however, it is quite the opposite.
FEATURE – The warehousing department of a Dutch hospital has been implementing lean for a few years. Its Head of Logistics believes in an approach to change based on respect for people and on making small but steady steps.
FEATURE - Effectively dealing with a problem means learning to solve it in a variety of scenarios, not perfecting a point solution. For too long in lean we have only focused on gaining reusable knowledge... but what about reusable learning?
FEATURE – A group of Italian researchers and professionals partnered with a NGO to prove how lean thinking can pave the way for the competitiveness and sustainable development of SMEs in Myanmar. Is this a new model for the developing world?
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 – Setting the right buffer limits and re-order point, triggering production of an item, is critical for an organization to manage inventory. In his latest article, Ian Glenday explains why, once again, picking flow over batch logic is a no-brainer.
FEATURE – By using lean management, the Hospital São Francisco Hospital (HSF) near São Paulo, Brazil, has improved its ability to deal with dengue epidemics – treating patients more quickly and efficiently.
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 – The role of experts in lean thinking is often the subject of heated discussions. Here, Michael Ballé tells us about the common mistakes lean experts make, and explains why – before helping others – they should help themselves.
1 QUESTION, 5 ANSWERS – Lean management causes a huge shift in the mind of leaders, one that dramatically changes the way they think of themselves and the way they behave. We asked five leaders to tell us how lean changed them.
FEATURE – In the latest article in his series on how to effectively level production, Ian Glenday discusses why the perceived high variability of our demand is actually the result of a misconception… think about it in percentage terms!
FEATURE – This powerful article explains why we should place learning at the heart of our lean strategy to build better products – something Toyota has always done – and how management fits in the picture.
NOTES FROM THE GEMBA – In the past 15 months Terex Cranes has successfully initiated a lean transformation. Follow Catherine Chabiron on her gemba walk to see what this large company is doing to put learning at the heart of its activities.
FEATURE – There are five dimensions to a lean transformation – purpose, process, people, management behaviors, and mental models – and it is the role of leadership to adjust its stance to each of them.
EDITOR'S LETTER – If you have missed any of our June content, don't worry, as our monthly round-up has you covered. So here are the Planet Lean highlights from the past month to keep you up to speed with the latest in lean.