Planet Lean: The Official online magazine of the Lean Global Network
Interview with Dan Jones, René Aernoudts and Michael Ballé

Interview with Dan Jones, René Aernoudts and Michael Ballé

Planet Lean
June 3, 2014

INTERVIEW - In this video interview, René Aernoudts, Michael Ballé and Dan Jones answer a few key questions on what's next for the lean movement.


Interviewees: René Aernoudts, Lean Management Instituut; Michael Ballé, Institut Lean France; Dan Jones, Lean Enterprise Academy


1. What distinguishes real lean from “fake” lean?

2. How has lean evolved in the past decade?

3. What have you learned most recently about lean healthcare?

4. What do you think about the lean startup movement?

5. What are the biggest challenges lean is facing?

6. What are the most common mistakes you see companies make?

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The visual management lessons learned at Thales Group
February 3, 2017
The visual management lessons learned at Thales Group

FEATURE – How do you ensure that visual management doesn’t become anything more than a way to reassure the boss, rather than foster a learning and problem solving culture? The author reflects on her company’s journey towards effective visualization.

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Making RFS possible - the lean implementation at UCC Coffee
February 11, 2016
Making RFS possible - the lean implementation at UCC Coffee

FEATURE – Repetitive flexible supply is a very effective method to level production scheduling, but as a FMCG company in the Netherlands found out, sometimes a number of conditions must be met before the approach becomes viable.

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Rethinking construction through Lean and digital
June 29, 2026
Rethinking construction through Lean and digital

FEATURE – Despite advanced technologies like BIM and AI, construction faces a productivity crisis. Combining Lean, digital tools, and industrialized methods offers a path to faster, more efficient delivery.

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Quality first means more sales
June 25, 2020
Quality first means more sales

CASE STUDY – This insurtech venture has found in Lean Thinking a way to tackle its many scaling issues. It’s grown from two to fifty-five people in less than four years, ultimately thanks to a strong focus on quality.

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