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 – By looking at the state of lean management in the South African government sector, the author shares a number of important lessons that apply to public service organizations all around the world.
EDITOR'S LETTER – If you have missed any of our May articles, we come to the rescue with this monthly round-up of Planet Lean content, to provide you with the highlights and keep you up to date with the latest in lean thinking.
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 - The original TPS "house" had levelled production at its foundation because Toyota understood that establishing and sustaining continuous improvement is impossible without creating stability in production first. What about your transformation?
FEATURE – Faced with long lead-times to hire new people and with tens of millions paid in sick leave every year, the HR department of Dutch railway operator NS has turned to lean thinking to set them on the right track for the future.
FEATURE - All too often, A3 thinking is perceived as a prescriptive approach rather than a series of questions that progressively deepen our understanding of a situation. So what is problem solving really about? And how do we ensure it takes root across the organization?
FEATURE – Lean thinking is increasingly applied end to end, reaching virtually every area and function of the enterprise, and yet in many companies IT is still left out of the lean transformation. Isn't this dangerous in a world that is going more and more digital?
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 – Coaching people is the only way to truly develop their capabilities, but what does it take to become a good lean coach? Josh Howell on how humility helped him to improve his ability to coach.