FEATURE – Back on the road after two years, the author reflects on how lean organizations have performed during the pandemic and addresses age-old misunderstandings about Just-in-Time.
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.
WOMACK’S YOKOTEN – The author discusses the benefits that the many family businesses making up our economies can harness from embracing lean management.
WOMACK’S YOKOTEN – As tariffs spread, the author explains where forcing production to move overnight is wasteful, particularly for lean producers.
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.
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.
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.
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.
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!
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.
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.
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.
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.
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.
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.
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.
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.
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.