COLUMN – Want to grasp the current situation? Then you must go to the gemba, but it would be a mistake to think that alone is enough to change your business… you also have to ask why and show respect.
INTERVIEW – We speak with the National Petroleum Construction Company in the Emirates, learning how improving one of their critical processes is boosting the spread of lean thinking across the business.
FEATURE – The Continuous Improvements Boards at the Round Mountain mining site have been critical to shifting the company's culture... the secret, it turns out, is always providing feedback on people's suggestions.
FEATURE – The use of TWI is widespread, but course material doesn’t tell us much about rolling out programs and ensuring their sustainment over time. The authors come to the rescue, discussing how we can ensure the success of TWI.
INTERVIEW – One of the world's largest dairy cooperatives, FrieslandCampina, has embarked on an ambitious global lean journey. Along the way, they found how critical leadership engagement is.
WOMACK'S YOKOTEN – As the Lean Enterprise Institute turns 20, its founder provides us with a bit of hansei on where we are and where we are going next as a community, and on what challenges we might tackle.
PROFILE – Persevering, letting people inspire you and committing to continuous learning. These are the things you need to do to successfully embrace lean thinking and, it turns out, learn to play the violin.
INTERVIEW – Does your company feel like a sand castle? Do you struggle to sustain lean results? At the recent Lean Transformation Summit, the CEO of Lantech told us how the firm is using daily management to prevent “deterioration”.
NOTES FROM THE GEMBA – Follow Catherine on another one of her gemba walks around French companies. This time, she visits a manufacturer of inspecting machines near Bordeaux, with a visionary leader and a great story.
FEATURE – A lean journey often has more downs than ups, but it is a responsibility of management to persist and keep asking the right questions that will steer the firm in the right direction.
VIDEO - The author of Lean with Lean explains why he published a collection of papers rather than a business novel - his signature writing style - or a manual. Experience lean through the eyes of one of its greatest students... one a-ha moment at a time.
OPINION – After reading the latest book by Edgar H. Schein, the author reflects on the nature of consulting and management, and explains why humility must become a defining trait of both.
VIDEO – We constantly talk about the role of leadership, but perhaps we don't realize just how intertwined leadership transformation and business transformation really are. This short video discusses why.
INTERVIEW – The British Broadcasting Company (BBC) has been working with a lean-inspired improvement program that is gradually transforming the culture of the business – one creative idea at a time.
PROFILE – We may think it is cut and dried, but lean thinking is, in fact, full of paradoxes and trade-offs. According to Cécile Roche, learning to navigate them is one of the defining traits of a lean leader.
FEATURE – With an open-minded approach to improvement tools, a long history of quality and engaged top leaders, wire manufacturer Ducab aims to fulfil the strategic needs of the Emirates.
CASE STUDY – The story of how a humble leader, who recognizes the importance and contribution of each individual to the company’s success, is making a car dealership in Botswana a fantastic example of lean transformation.
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.
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.
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?
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