INTERVIEW – In this interview, the former CFO of uber-lean company Wiremold explains why our finance people hold the key to our transformation and gives us the lowdown on lean accounting.
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 – 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?
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.
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 – 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.
INTERVIEW – Ahead of this month’s Lean Experience Days in Holland, PL meets one of the speakers to learn about his research into the financial effects of lean transformations.
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.
RESEARCH – The author explores the effectiveness of five common managerial practices in driving a corporate lean initiative forward, analyzing the data gathered while visiting 36 factories of a large corporation.
CASE STUDY – The extraordinary transformation of Kinross' Round Mountain gold mine in Nevada over the past six years shows that lean thinking can – quite literally – move mountains.
CASE STUDY – How an improvement program of the British national healthcare system inspired a Belgian hospital to launch an organization-wide lean transformation with the active support of the HR and nursing departments.
WOMACK'S YOKOTEN - Kaizen or kaikaku? This is the problem. When it comes to the pace of change, should we carry on with small, incremental improvements or aim at more revolutionary changes instead?
INTERVIEW – Planet Lean speaks with David Mann about the importance of combining the lean production and the lean management systems – the tools and the culture – to create sustainable results.
FEATURE – Moving her assistant's workstation next to hers and introducing standardized work helped a family physician in California to provide better, faster care to her patients and to avoid burnout.
INTERVIEW – At the recent UK Lean Summit, we met the Head of Student Services of an English high school. We asked her about the interesting work the school is doing to improve the delivery of education to students with special needs using lean thinking.
FEATURE ARTICLE – Danish company Solar has applied lean management principles to the rollout of a new ERP system to gradually strengthen the ties between an isolated IT department and the rest of the organization.
INTERVIEW – Planet Lean interviews Silvia Cespa of Italy’s Banca Nazionale del Lavoro, a bank that boasts one of the most advanced IT departments in Europe. How did it get there? Through a six-year transformation towards lean banking.
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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