WOMACK’S YOKOTEN – The author visits a company that has sustained lean for a decade. In trying to understand how they did it, he finds how fundamentally the management system has changed.
FEATURE – In this interesting piece, the author explains why living up to the ideal of mutual trust is hard, and how lean tools can help us build a workplace based on respect.
THE TOOLS CORNER – This month, the author discusses how we can ensure quality problems are identified early, tackled swiftly and prevented from reoccurring.
INTERVIEW – In this follow-up conversation with the Hospital Moinhos de Vento in Brazil, we learn about the elements that are helping them to make lean stick.
THE TOOLS CORNER – In this new series, we go back to basics, offering a guide on how to implement some of the most important lean tools and explaining why they are so clever. First up, Kanban.
FEATURE – Using the Japanese tradition of daruma dolls as an example, the author explains how to turn continuous improvement into concrete challenges – and, from that, real competitive advantage.
WOMACK’S YOKOTEN – 5S seems to mean different things to different people. What’s common, however, is the difficulty to sustain it. The author offers a few tips.
FEATURE – Inventory reduction is critical to waste elimination. Yet, many are reluctant to do it, fearing demand variability and production instability will neutralize their efforts. Grupo Sabó's story proves otherwise.
FEATURE – Because each lean transformation is unique, we can't expect an off-the-shelf solution to work. The author discusses multi-dimensional transformations and how we can be flexible but also structured.
FEATURE – In lean, we talk about PDCA all the time… but do we actually practice it as we should? The authors discuss what makes for successful continuous improvement.
FEATURE – We all want to create a lean culture in our organizations, but what makes cultural change possible? And, more importantly, what are the leadership behaviors that enable a new culture to take root?
FEATURE - Effectively dealing with a problem means learning to solve it in a variety of scenarios, not perfecting a point solution. For too long in lean we have only focused on gaining reusable knowledge... but what about reusable learning?
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.
FEATURE – Setting the right buffer limits and re-order point, triggering production of an item, is critical for an organization to manage inventory. In his latest article, Ian Glenday explains why, once again, picking flow over batch logic is a no-brainer.
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.
FEATURE – In the latest article of his series for Planet Lean, Ian Glenday explains the practical steps an organization can take to properly introduce levelled production in its operations.
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!
FEATURE ARTICLE – Starting off a lean journey is no easy feat, and existing models won’t tell you what the next steps are. That’s why you should go back to basics and let the Toyota Production System “house” from the mid-1980s show you the way.