WOMACK'S YOKOTEN – Effective daily management is still hard to achieve for most organizations. But until line managers start tackling problems first hand as they emerge, rather than deferring and delegating them, basic stability will remain a mirage.
OPINION – The latest banking scandal had us all wonder whether Wells Fargo has lost its way. But how does a pioneering bank that once had lean at its heart betray its core values so profoundly?
OPINION – When do our mistake become an ominous sign that we are giving up on our customers and people? Following the salmonella contamination in cereals in Israel, the author reflects on business purpose and the importance of transparency.
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 – For this new monthly article, we will be asking five lean practitioners the same question and share their answers with you. We started by asking them about their biggest lean mistake.
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.
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.
OPINION – The Volkswagen emission testing scandal revealed a distorted view of management and a tragic disconnect between the company’s principles and its behaviors.
FEATURE ARTICLE – For the last article of their series, the authors ask themselves the ultimate question: who wins at lean, and who loses? What makes change sustainable? Turns out, it’s all about the fundamentals.
ARTICLE – In her second piece for PL, Frances Steinberg returns to the topic of working more effectively with people and the importance of going beyond the structured approach of kata familiar to so many of us.
ARTICLE – Until “check” and “act” become a natural part of daily work, we will always need formal audits to keep people focused and to sustain results. Here’s a few tips to make them work.
ARTICLE – Most organizations rely on the support of lean consultants to bring their transformations forward, but how can they make the most of their expertise and knowledge?
ARTICLE – Standardization is often ignored and misunderstood, but is as critical to a lean transformation as continuous improvement. This piece by our Polish team explains why standard work is not to be neglected.
ARTICLE – A kaizen suggestion scheme has the ability to unlock the potential of lean change in our organizations, but too often our mistakes kill it before it even has a chance to take off and gain momentum.
ARTICLE - One big "introduction to lean" course isn't enough to teach people continuous improvement. Training, and therefore learning, must happen on a daily basis. Here's the Ten Commandments of lean training.
ARTICLE – You need to have a solid and complete process in place if you want your problems to be actually solved, and it is more than just developing an A3 or drawing an Ishikawa.
ARTICLE – The fifth article in the series Hazards on the road to lean analyzes the role of quality defects in helping to develop a lean management culture in your organization.
ARTICLE – Is your organization process-oriented or results-oriented? The fourth article of Hazards on the road to lean looks at what happens when you focus on the what, but not on the how.
ARTICLE – We can have the best processes in place and the best people on payroll, but if our goals are wrong our drive towards lean management won't be enough. Part 3 of Hazards on the road to lean.
ARTICLE – In a transformation, should we spread responsibilities across the business or go for a centralized Lean Office? For their second piece, our Polish colleagues look at what they have learned on the field.
ARTICLE - In this new series, our Polish colleagues draw on their experience with customers and discuss the most common mistakes people make in their lean implementations.
OPINION - How often have you heard the sentence, “Lean can’t work here – this isn’t Japan”? Probably more than you can remember. Here’s why national traits are simply another excuse to justify a failed attempt to change.
ARTICLE - Can a company be considered lean if its improvement efforts result in layoffs? Michael Ballé, PhD answers this frequently asked question drawing from his own experience dealing with organizations.