FEATURE – Visualizing the work, increasing customer focus and changing the way to interact with employees has helped a family-run Dutch building maintenance and renovation firm to transform itself.
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.
FEATURE – In the second article of our series written by the front-line staff of Siena University Hospital, we learn how the lean principles of pull and flow have transformed the blood donating process.
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 – The Palo Alto Medical Foundation has used lean to redesign workflows in its primary care clinics since late 2011. With changes now spread to a total of 17 facilities, the team started to analyze what it took to sustain the results achieved.
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.
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.
FEATURE – As an experiment to boost cross-functional collaboration, creativity and joy on the workplace, Iceland-based machining manufacturer Marel recently ran a hackathon. Here's what the experience taught 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.
OPINION – It might seem like a subtlety, but the distinction between discussion and dialogue is actually fundamental as we try to find new ways to unleash organizational creativity.
FEATURE – A local branch of Italy’s Democratic Party has started using lean principles and tools to organize its activities more effectively and to counteract the discouragement that followed a bad electoral defeat.
FEATURE ARTICLE - Sometimes, introducing lean thinking in an organization can make you feel lonely and hopeless. This article, which draws on the author's experience working with a chain of supermarkets in Siberia, offers some tips on what to do to start off a lean transformation.
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 - No matter how hard you try to convince them about lean, some people stay stubborn, aggressive and helpless. So instead of pushing your way onto them, have them pull the appropriate responses from you.
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 - A-ha moments... we have all had one at least. In this personal account, the author reflects on what his own experience has taught him about changing our mindset and being stuck in our ways.
ARTICLE - What is lean? We all like to think that we know. This personal story reminds us all of how elusive the methodology can be, and how determined a practitioner has to be to fully grasp it.
ARTICLE – Games can help you to engage people and communicate lean management principles. Here is a number of useful tips and suggestions on how to make training more… playful.
ARTICLE - There is more to TWI than applications in our jobs. In this article, a creative mother shares the moving story of how she used Job Instructions to help her 5-year-old son with Asperger Syndrome.
RESEARCH - This interesting study, based on 44 Volvo plants and 200 Volvo interviewees, looks at how the implementation of lean thinking influences a plant’s performance over time.
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