FEATURE – Lean has now been around for quite some time, and its impact on business world is hard to dispute. But what does it tell us about traditional management practices?
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.
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.
PROFILE – Persevering, letting people inspire you and committing to continuous learning. These are the things you need to do to successfully embrace lean thinking and, it turns out, learn to play the violin.
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.
FEATURE – The warehousing department of a Dutch hospital has been implementing lean for a few years. Its Head of Logistics believes in an approach to change based on respect for people and on making small but steady steps.
PROFILE – Children can dream big. They always have a million questions and are not afraid of making mistakes. So why are we not thinking more like them? It turns out it might be a great way to unleash our full potential as lean leaders.
OPINION – Involvement, active listening and concern are crucial traits of lean leadership and the foundations on which respect for people is built into a learning organization, says Boaz Tamir reflecting on his evolution as a writer.
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 – 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 – Mike Hoseus reflects on his time at Toyota and on how the respect for people side of lean thinking is too often neglected and we tend to focus on continuous improvement only. The two must go together, or your house will collapse.
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.
COLUMN - Menlo Innovations may not define itself as a "lean organization" but there is no doubt that its management style is akin to the principles lean teaches. Here, a front-line Menlonian shares her thoughts on the company's culture.
ARTICLE – While supporting the adoption of lean in a Mozambican hospital, a young engineer learned a number of valuable lessons on leadership and what it really takes to help developing countries to grow.
ARTICLE - Mission creep, silos and a disengaged workforce are some of the negative effects of traditional management. Michael Ballé offers an alternative based on the respect for people principle of lean thinking.
ARTICLE - To operate successfully we need systems, but as we grow these often give us "big company disease." The solution is bringing leadership at work level to really guarantee customer satisfaction.
CASE STUDY - Through the involvement of front line staff, Hartmann’s production plant near Barcelona is paving the way for an expansion into different markets and inspiring the adoption of lean across the multinational.
RESEARCH - Offering us a glimpse into how the human mind works and into Toyota's approach to people engagement, this article tells us how to create a better working environment for our employees.
COLUMN - This month, Michael Ballé, Founder of the Institut Lean France, addresses the ongoing debate on rewards and recognition, explaining how a structure that allows for an optimal relationship between team members, team leaders and group leaders will influence motivation.
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