INTERVIEW – In this Q&A, the CEO of a Ukrainian provider of equipment for stores shares how lean thinking has helped his company modernize its processes and engage its people.
CASE STUDY – One-piece flow and a focus on lean leadership and kaizen have allowed the Halfway Production Centre in Johannesburg to turn itself around in just 14 months.
WOMACK’S YOKOTEN – Toyota’s commitment to employees reminds us that it is impossible to tap into the full potential of lean without providing people with stable, gratifying employment.
FEATURE – In May, the author told us how the IT department at Fuji Xerox Australia used book clubs to engage people in lean. In this update, he explains how the efforts were brought over to a different area of the business.
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 – Upon realizing they were struggling to engage people in continuous improvement, Fuji Xerox Australia’s IT team found a unique way to breathe new life into its lean efforts… a book club.
INTERVIEW – Business services company Dun & Bradstreet learned that the best way to tackle organizational challenges is using a combination of agile, lean startup and more traditional lean principles.
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.
RESEARCH – Human behavior tends to make change even harder to attain than it already is. This brilliant research paper looks at change from a psychological, technical and leadership point of view.
OPINION – The digital revolution has forever changed the nature of employment: today's workers have more choice and employers competing for them than ever before. It's about time our approach to HR reflected that.
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.