FEATURE – The importance of leveraging early successes to drive engagement to lean is often talked about. The story of this Brazilian hospital confirms this is the way to go.
FEATURE – We can't go wrong when we trust our people to take the initiative that we will improve their work... that's how Siena University Hospital cut its procurement lead-time in Surgery by two-thirds.
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.
FEATURE – Having dedicated clinical paths for specific types of patients is a well-known method for reducing waiting times. By doing it, Siena University Hospital managed to slash delays by 80%.
FEATURE – Is your organization experiencing any of the strategic planning problems described in this article? If so, it might be time to tap into the potential of hoshin kanri.
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.
NOTES FROM THE GEMBA – On this gemba walk in the cardiology department of a Parisian hospital, the author discovers how the team is changing its internal dynamics and processes to make lean their way of thinking.
FEATURE – If we have high-volume (green) and low-volume (red) items in our production schedule, doesn’t it make sense to also have dedicated green and red equipment whenever possible?
FEATURE – What if we ran our production schedule to time instead of quantity? While creating overproduction, running to time is a temporary first step to establish levelled production with fixed repetitive cycles.
FEATURE – A Michigan NGO that facilitates organ and tissue donation shares its experience with value stream mapping, reflecting on people coming together to understand the gap between current and future state.
FEATURE – When you are hiring 20-30 people in a week, getting them up to speed with the company’s way of working becomes critical. But how to do it effectively? A Polish factory found the answer in TWI.
FEATURE – A broken phone or a clock showing the wrong time may seem small details to you, but they actually make people's jobs more difficult. Fixing these issues improves work and boosts morale... It also says a lot about you as a company.
CASE STUDY – There is more to Siena than the Palio: the Tuscan city boasts of one of the most advanced examples of lean healthcare in Italy. We asked the team at the University Hospital how they are doing it.
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 – 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!
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 – Repetitive flexible supply is a very effective method to level production scheduling, but as a FMCG company in the Netherlands found out, sometimes a number of conditions must be met before the approach becomes viable.
INTERVIEW – At the recent UK Lean Summit, Ian Hurst and Keith Edwards of the Toyota Lean Management Centre ran an insightful workshop on standard work. We sat down with them to discuss standardization, respect for people and waste elimination.
ARTICLE – In this article, Joakim Hillberg shares his experience teaching trainers how to run lean games and some hints on how to practically and effectively coach game participants.
INTERVIEW – The CIO of a French pharmaceutical company gives us a sneak peek of her presentation at the upcoming Lean IT Summit, focused on using the obeya to change the IT department.
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