PROFILE – Children can dream big. They always have a million questions and are not afraid of making mistakes. So why are we not thinking more like them? It turns out it might be a great way to unleash our full potential as lean leaders.
WOMACK'S YOKOTEN – In our lean journeys we spend so much time on improvement (kaizen) and innovation (kaikaku) that we often forget to address the issue of how to maintain our gains. Do you know iji? Perhaps you should.
OPINION – Involvement, active listening and concern are crucial traits of lean leadership and the foundations on which respect for people is built into a learning organization, says Boaz Tamir reflecting on his evolution as a writer.
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.
CASE STUDY – The whole of Helsinki’s hospital district is leaning out, with incredible results. It isn’t every day that we come across – let alone have the opportunity to observe – a lean transformation in such a large healthcare organization.
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.
PROFILE – Lean is spreading like wildfire across the Catalonian healthcare sector, following a do-it-yourself model unique to this part of the world. Our editor met one of the practitioners who are making it happen.
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.
FEATURE – When middle managers are stressed and overworked, there is no time left for them to improve. Changing the interaction between leaders and teams, using lean principles and empowering people, can truly ignite your transformation.
PROFILE – A commitment to learning and the humility to understand we never really know enough have led a Belgian mathematician to become a polyglot… and the CIO of Toyota Motor Europe.
PROFILE – This month we meet another member of the lean community, a true pioneer of lean thinking, who contributed to introducing the methodology in Australian cities and healthcare organizations.
INTERVIEW – We asked Greg Lane to reflect on his experience with lean transformations and to share his thoughts on the leadership behaviors that best support them.
PROFILE – While pioneering the application of lean thinking in healthcare, Alice Lee realized that you should always approach teaching as you do problem solving: scientifically, situationally, and with the humility of a learner.
INTERVIEW - Last week's Lean Summit in Lyon was a great success. We asked Michael Ballé of the Institut Lean France why that was, what the key takeaways were, and what was new in this edition.
INTERVIEW – Last month we caught up with Toyota veteran Art Smalley in Las Vegas and discussed with him the role of leadership in a lean transformation and the four different types of problem solving he talks about in his new book.
PROFILE – It isn’t every day that you come across a hospital CEO coaching people on A3s and following his own standard work. So when you do, it’s important to share their story. This month, we profile Carlos Frederico Pinto, CEO of a Brazilian cancer treatment center.
PROFILE – Lean leaders are often tempted to jump in and fix the problems they see. Julie McGrory is successfully transforming the culture of a large and traditional government organization by learning to take a step back and letting people take the lead.
PROFILE - Three decades in Toyota South Africa and an ability to see the value stream as a whole are helping Terry O'Donoghue, COO of Halfway Toyota, to bring lean thinking to a chain of car dealerships.
PROFILE – Before anything else, a good lean leader must be open to changing and continuously running experiments – something Christophe Riboulet, CEO of a small French manufacturer, knows quite a bit about.
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