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.
INTERVIEW – Having started to explore TPS in the mid-1970s, Freddy Ballé is one of the great pioneers of our movement. Here, he shares what he learned about Toyota over the past 40 years.
PROFILE – What does one learn from working for Toyota over 40 years? This Australian leader has developed a unique holistic view, and a strong set of technical and social skills.
INTERVIEW – In this Q&A with Catherine Chabiron, Toyota veteran Isao Yoshino discusses NUMMI, management at the company, and how to change the mindsets of leaders.
NOTES FROM THE GEMBA – This month, the author shares her account of a recent gemba walk at a Tier 2 Toyota supplier, which has achieved impressive results by applying TPS.
FEATURE – Following a visit to a Toyota supplier in Japan, the authors reflect on the nature of kaizen and explain why we might be looking for it in the wrong place.
ROUND-UP – The Lean Global Network’s week in Japan in September was full of learning and inspiration. We asked five LGNers to share their biggest takeaways.
INTERVIEW – For its 10th anniversary, the Lean Global Network went to Japan for a study mission. Our editor spoke with John Shook on a Shinkansen platform after four days in Toyota City and Nagoya.
WOMACK’S YOKOTEN – Last week, during a study mission in Japan, the Lean Global Network visited Toyota. Here, Jim shares his thoughts on what we saw and learned.
FEATURE – Through this intimate anecdote from her days at Toyota Motor Manufacturing Kentucky, the author tells us of her experience with standardization… and of the deep leadership lessons hiding behind it.
FEATURE – Lean encourages us to go to the gemba as much as we can, but what should we actually do when walking the workspace? It turns out it’s not so much about doing as it is about thinking.
WOMACK'S YOKOTEN – On October 3, Toyota will cease its manufacturing operations in Australia, but the way it is managing the transition - in the leanest way possible - holds great lessons for us all.
FEATURE – What does levelled production have to do with product costing? This article explains how getting your accountants to understand this link can help your company become less complex, more efficient and profitable.
FEATURE – If we have high-volume (green) and low-volume (red) items in our production schedule, doesn’t it make sense to also have dedicated green and red equipment whenever possible?
FEATURE – What if we ran our production schedule to time instead of quantity? While creating overproduction, running to time is a temporary first step to establish levelled production with fixed repetitive cycles.
FEATURE – We often think that making every product customers might want – no matter how little they sell or how much complexity they add to our schedule – is inherently lean. As Toyota understands quite well, however, it is quite the opposite.
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 – The role of experts in lean thinking is often the subject of heated discussions. Here, Michael Ballé tells us about the common mistakes lean experts make, and explains why – before helping others – they should help themselves.