THE TOOLS CORNER – Standardizing the work is one of the fundamentals of lean thinking, but without a yamazumi chart visualizing it (and helping us to streamline it) this is impossible.
FEATURE – In this interesting piece, the author explains why living up to the ideal of mutual trust is hard, and how lean tools can help us build a workplace based on respect.
THE TOOLS CORNER – This month, the author discusses how we can ensure quality problems are identified early, tackled swiftly and prevented from reoccurring.
THE TOOLS CORNER – For the second article in our new series, the author offers a guide to the origins and use of one of lean's most important tools: SMED.
THE TOOLS CORNER – In this new series, we go back to basics, offering a guide on how to implement some of the most important lean tools and explaining why they are so clever. First up, Kanban.
FEATURE – Using the Japanese tradition of daruma dolls as an example, the author explains how to turn continuous improvement into concrete challenges – and, from that, real competitive advantage.
FEATURE – Continuously studying the challenges we meet and the responses we devise, lean gives us endless opportunities to learn. The author goes back to basics, reflecting on some core lean premises.
FEATURE – When lean seems to fail, leaders should persist and work even harder to bring people on the journey - by observing the situation, providing clear success criteria, and learning together on the job. That's what leading with lean is about.
VIDEO - The author of Lean with Lean explains why he published a collection of papers rather than a business novel - his signature writing style - or a manual. Experience lean through the eyes of one of its greatest students... one a-ha moment at a time.
VIDEO – We constantly talk about the role of leadership, but perhaps we don't realize just how intertwined leadership transformation and business transformation really are. This short video discusses why.
INTERVIEW – In this interview, Michael Ballé discusses lean thinking as a strategy, how to unearth problems, and the best (or only) way to initiate a lean transformation.
FEATURE – We are used to seeing the organization as a mechanical entity, but how can a machine possible change and improve? We must change our mental model and learn to see the lean enterprise as a growing plant.
FEATURE – The role of experts in lean thinking is often the subject of heated discussions. Here, Michael Ballé tells us about the common mistakes lean experts make, and explains why – before helping others – they should help themselves.
FEATURE – What are the immediate signs that tell us that our workplace is not conducive to kaizen? The author draws on his experience as a coach at the gemba to highlight them. Look out for them in your own company!
FEATURE – Does lean management help us at strategic level as much as it does operationally? What’s the strategic thinking behind lean thinking? Michael Ballé answers these questions by looking back at some of history’s great military strategists.
FEATURE ARTICLE – If we see lean thinking as a paradigm, which we do, then we should be able to define a set of values this paradigm is built on. So, are there lean ethics? Michael Ballé identifies 10 undisputed lean values, plus one.
ARTICLE - Michael Ballé shares a few thoughts on leadership and respect for people, and tells us why lean management is the only way to make adaptive change a way of life.
ARTICLE - Organizing for learning is critical to sustaining your kaizen efforts and improving your company. Choose the right managers, make sure they can self-develop and develop others, and help lean to take root.