30 years since Machine came out – Part 2
INTERVIEW – Thirty years ago, a book introduced lean thinking to the world, started a global movement and transformed business forever. Our editor caught up with one of the authors.
Jim Womack
Lean thinking for the family business
WOMACK’S YOKOTEN – The author discusses the benefits that the many family businesses making up our economies can harness from embracing lean management.
A lean take on trade
WOMACK’S YOKOTEN – As tariffs spread, the author explains where forcing production to move overnight is wasteful, particularly for lean producers.
What influences our ability to sustain change?
WOMACK’S YOKOTEN – The author visits a company that has sustained lean for a decade. In trying to understand how they did it, he finds how fundamentally the management system has changed.
Jim Womack on what makes for a good lean employer
WOMACK’S YOKOTEN – What does a lean employer look like? In this month’s column, the author reflects on the long-term commitment to employees a company engaged in lean thinking should make.
Lean has changed the production line forever
WOMACK’S YOKOTEN – This month, the author looks at the production line, a century-old idea that still fascinates us, reflecting on how lean thinking has changed it.
Jim Womack shares his lean take on Tesla
WOMACK’S YOKOTEN – In his first column of 2018, the author looks at one of the most talked about companies in the world, Tesla, from a lean point of view.
Jim Womack on the importance of spreading the lean word
WOMACK’S YOKOTEN – Ahead of the holidays, for his last column of the year, the author reminds us of the power of sharing. Go out and spread the lean word!
Jim Womack provides us with a few tips on how to sustain 5S
WOMACK’S YOKOTEN – 5S seems to mean different things to different people. What’s common, however, is the difficulty to sustain it. The author offers a few tips.
Create stable, fulfilling jobs to fully benefit from lean
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.
Reflections on a week in Toyota City
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.
Jim Womack on where lean has failed and why not to give up
YOKOTEN – Lean has changed the world in many ways, even though the original vision of its founding fathers has failed to materialize. Jim discusses why, as a movement, we shouldn’t give up and review our strategy instead.
Jim Womack on creating the social basis for lean management
WOMACK’S YOKOTEN – The author looks at hoshin planning, A3 thinking and daily management as the three key elements of a lean management system, and highlights the related behaviors that will allow lean to thrive.
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.
Jim Womack on the lean shut-down of Toyota Australia
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.
Where the Lean Community is and where it should go
WOMACK'S YOKOTEN – As the Lean Enterprise Institute turns 20, its founder provides us with a bit of hansei on where we are and where we are going next as a community, and on what challenges we might tackle.
Business school education should be gemba-based
WOMACK’S YOKOTEN – Somehow surprisingly, management schools teach very little about management, and when they do all learning is classroom-based. Instead, they should go to the gemba.
What foils our ability to apply effective daily management
WOMACK'S YOKOTEN – Effective daily management is still hard to achieve for most organizations. But until line managers start tackling problems first hand as they emerge, rather than deferring and delegating them, basic stability will remain a mirage.