Planet Lean: The Official online magazine of the Lean Global Network
A CEO shows us the Obeya room in his hospital

A CEO shows us the Obeya room in his hospital

Carlos Frederico Pinto
November 15, 2017

VIDEO - The CEO of a cancer center in Brazil gives us a tour of the their obeya room, taking us through their strategy deployment and explaining how it supports their mission of reducing the burden of cancer.


Gemba guide: Carlos Frederico Pinto, CEO, Instituto de Oncologia do Vale - São José dos Campos, Brazil


Our obeya is something of a "living room" - it constantly evolves as the problems we face change. It is from the "Green Room" that we monitor our performance, track metrics, devise our strategy and then deploy it across the business.

Check out the video below, in which I show you the visual management boards we use and explain how the room works.


THE GEMBA GUIDE

Carlos Frederico Pinto photograph
Carlos Frederico Pinto is the CEO of Instituto de Oncologia do Vale, in Brazil

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Truly leading a transformation
May 14, 2019
Truly leading a transformation

FEATURE – Philips has embarked in an ambitious development program for lean executives, which is helping the organization make substantial progress in their transformation.

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Jim Womack drives the Toyota Mirai and talks lean and green
June 28, 2017
Jim Womack drives the Toyota Mirai and talks lean and green

WOMACK’S YOKOTEN – After a road trip from Boston to Philadelphia driving Toyota’s hydrogen fuel-cell Mirai, Jim reflects on lean and green and why the two are not necessarily the same.

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Why you need lean thinking in your digital transformation
February 26, 2018
Why you need lean thinking in your digital transformation

FEATURE – Organizations can only reap the full benefits of modern technologies if they pair up their digitalization efforts with an enterprise-wide lean transformation.

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Four types of problems, in the management system
July 2, 2020
Four types of problems, in the management system

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?

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