CASE STUDY – Manuelita Sugar Mill in Colombia adopted Daily Management to bolster leadership effectiveness and operational outcomes, addressing siloed thinking and communication challenges.
INTERVIEW – We speak with avianca’s VP of Maintenance and Engineering to learn about the efforts the airline is making to fulfil its promise to passengers.
FEATURE – Waste in the agricultural sector is a significant threat not only to the environment, the economy and farmers, but also to food security around the world.
INTERVIEW – The lean journey of the Engineering and Maintenance Department of Colombian airline Avianca proves how important it is for leadership to spearhead change.
CASE STUDY – The turning point in this Colombian construction company’s transformation came when they started to embrace lean as a culture rather than just a set of tools.
INTERVIEW – In this Q&A, we learn how the Technical & Production (T&P) area of Nestlé Colombia Ecuador is using lean and Art Smalley’s four types of problems framework to bring leadership closer to the gemba.
INTERVIEW – As we look back at the evolution of lean management in our countries, the story of Instituto Lean Colombia will certainly sound more than familiar.
FEATURE – How do kamishibai boards work and what sort of benefits can they bring to a lean transformation? The author discusses what he saw on a recent gemba walk.
INTERVIEW – This agro-industrial business in Colombia is applying lean thinking to its harvesting process. The harvest manager explains the difficulties and opportunities encountered on the journey so far.
CASE STUDY – For the past year, Elementia Materiales, a producer of materials for the construction industry, has begun a lean journey that’s already brought impressive quality results.
FEATURE – By changing its attitude towards problems and welcoming them as opportunities to learn, this Colombian construction company has turned around its culture.
CASE STUDY – This transport and logistics company in Colombia has turned to Lean Thinking to become more adaptive and ensure an easier post-acquisition integration of new cultures.
FEATURE – A lean management system is necessary to effectively run a business. Can Art Smalley’s four types of problems framework help such a system to focus on what’s really important?
