Case studies

Leadership development at Volvo Cars

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Case studiesSep 16, 2019
Eivind Reke and Gert Frick
CASE STUDY – What is the approach to people development used at Volvo Cars? The authors explain how the organization has created a production system fully owned by operators and managers.

Daily management in the ICU

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Case studiesAug 29, 2019
A. Fátima De Sousa, A. Matheus Basgal and R. Gouveia
CASE STUDY – Effectively deploying and executing your strategy requires mastering quick follow-ups at different levels of the organization – in other words, Daily Management.

Lean logistics for better customer service

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Case studiesAug 6, 2019
Alexandre Cardoso and Cauim Lopes
CASE STUDY – Logistics can be the key to achieving success and creating a competitive advantage in a company. This case study tells the story of a port terminal in Brazil that has used lean to achieve significant gains in managing its road flow.

Through hardship to the stars

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Case studiesJul 25, 2019
Vicenç Martínez Ibañez and Antoni Campos Rubiño
CASE STUDY – Catalonia's largest hospital is undergoing a successful transformation - supported by pioneering hoshin experiments - that has already turned it into a poster child for lean healthcare in the region.

Benefits and difficulties of using a Concept Paper

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At a time when innovation is the biggest factor behind the success or failure of an organization, finding ways to speed up the development of new products and to ensure these products correspond to actual customer needs is of the utmost importance.

At its core, Lean Product and Process Development aims to create the exact product that people want. And it is clear that developing better products reaching the market faster means profitability into the future. In general terms, lean product development achieves this by creating reusable knowledge that can be used in future iterations of a product and by deployment set-based concurrent engineering (which entails considering sets of designs at once to quickly eliminate inferior solutions, thus shortening development times). It is also useful to integrate the work of engineers with that of the manufacturing department, so that shop floor receives a well-researched, mistake-proof product that is ready for production without the need for extensive and expensive rework.

Interesting contamination exists here with improvement approaches like Lean Startup and Design for Manufacturing."
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Case studiesJul 23, 2019
José Ferro with Paulo Couto, Alan Labes & Fernando Rodrigues
CASE STUDY – TechnipFMC has introduced the Concept Paper in its lean product development process. This article shares some of the learnings resulting from the experience.

A Norwegian lean epic

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Case studiesJul 18, 2019
Eivind Reke and Daryl Powell
CASE STUDY – Thousands of kaizens, a relentless focus on learning and the determination to continuously improve have made of this Norwegian company something of a lean fairytale.

Cancelling the distance

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Case studiesJul 16, 2019
José Ignacio Garcia Cornejo and Francisco Soler Benito
CASE STUDY – What to do when you operate in a competitive market and are located in a remote corner of Europe, thousands of miles from your customer? One word: lean.

Determination pays

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Case studiesJul 2, 2019
Richard van Ooijen and Riegholt Hilbrands
CASE STUDY – This Dutch company awards social benefits to the unemployed. Thanks to lean thinking, they were able to radically transform the service they offer them.

Reflecting on our lean healthcare journey

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Case studiesJun 27, 2019
Grey Dube
CASE STUDY – The CEO of a hospital in Johannesburg looks back to the last five years to reflect on a lean healthcare transformation that is creating positive outcomes for patients.

A people-centric lean HR strategy

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Case studiesJun 20, 2019
Eugenio Ylleras, José Manuel Fernández and Sheila Gonzáles
CASE STUDY – This automotive parts supplier based in southwest Spain is discovering the power of lean thinking applied to recruitment and Human Resources.

Kata in the NHS

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Case studiesJun 18, 2019
Ann Hill
CASE STUDY – Starting with a series of pilot sites, the NHS is hoping to engage the Kata coaching approach to really spread an improvement culture to staff and patients. 

The path to a learning organization

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Case studiesJun 6, 2019
Steve Bell & Karen Whitley Bell
CASE STUDY – The story of this NGO shows how visualizing the work enables improvement and removes barriers among teams. It is a first, fundamental step towards a lean transformation.

Truly leading a transformation

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Case studiesMay 14, 2019
Carolyn Lum and Jakob Brix Danielsen
FEATURE – Philips has embarked in an ambitious development program for lean executives, which is helping the organization make substantial progress in their transformation.  

Blue-sky thinking

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    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

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Case studiesApr 11, 2019
Kristian Zurek, Paweł Krawiecki and Rafał Mazur
FEATURE – Successfully engaging people and building a solid daily management system is allowing a Velux factory in Poland to fulfill its strategic goals.  

Paying our dues

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    string(1637) "While lean government and lean healthcare technically fall under this category, we consider lean service organizations to be those operating in areas like call centers, retail, hotels, restaurants, offices, banking, and so on. In such environments, there is a direct interaction with the customer, which should be seen as an opportunity to get real-time feedback on our service rather than a nuisance we have to deal with (if you have ever spoken with a customer care representative, you know what this means).

A common problem that practitioners trying to bring lean to services encounter is the difficulty to identify “the work” – whereas in manufacturing the product is in front of everyone’s eyes, in service organizations it is often hidden behind paperwork or a computer screen. Once the work is clearly visible, however, the opportunities for improvement are plentiful. To date, we have seen thousands of organizations striving to lean out the service they provide customers: from restaurants chains in the United States and China to a group of bakeries in Barcelona, from call centers to hotels, the application of lean services ideas can have an extraordinary impact on our economies. Especially if we consider that the service industry accounts for more than three-fifths of the global GDP and employs more than one-third of the global workforce.

Lean thinking is naturally a fit for the service industry, because of its focus on constantly delighting customers and on providing them with value-adding products."
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Case studiesMar 28, 2019
Piotr Kowalewski and Aleksander Ciesielski
CASE STUDY – This Polish debt collection company is refocusing its work around true customer needs and increasing problem visibility by implementing hoshin kanri.

The hands of many

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    string(1608) "Lean thinking may have been born in Toyota in the 1950s and 1960s, but it wasn’t until after the year 2000 that a few hospitals began to explore its application to the healthcare industry (lean healthcare). These pioneering organizations came together to share their stories at the first Global Lean Healthcare Summit in the UK in 2007, which in turn triggered many more experiments around the world. Since then, interest has kept growing.

Some fifteen years on, we have hundreds of examples to learn from, from clinics and departments through to entire hospitals and even whole hospital systems. Not all early experiments succeeded, and we are still a long way from making lean a widely recognized way of working across the industry.
Healthcare providers around the world still face huge challenges, as ageing populations and unhealthy lifestyles boost the demand for healthcare faster than the growth of incomes and tax revenues from the middle classes. At the same time, the quality of care has not improved as much as the quality of other services in the economy, which is why more and more healthcare organizations are turning to lean.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
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Case studiesMar 21, 2019
Fiona Keogan
FEATURE – A dedicated pathway and the introduction of lean healthcare principles is bringing people together to provide better care to older, frail people in an Irish hospital group.

Flexible by design

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    string(1553) "This is another new frontier for lean thinking, not because lean efforts in engineering have only begun recently but because it wasn’t until the last few years that a systematic attempt to codify these techniques has been made. These techniques and ideas are loosely brought together under the concept of Lean Product and Process Development (LPPD).

At a time when innovation is the biggest factor behind the success or failure of an organization, finding ways to speed up the development of new products and to ensure these products correspond to actual customer needs is of the utmost importance.

At its core, Lean Product and Process Development aims to create the exact product that people want. And it is clear that developing better products reaching the market faster means profitability into the future. In general terms, lean product development achieves this by creating reusable knowledge that can be used in future iterations of a product and by deployment set-based concurrent engineering (which entails considering sets of designs at once to quickly eliminate inferior solutions, thus shortening development times). It is also useful to integrate the work of engineers with that of the manufacturing department, so that shop floor receives a well-researched, mistake-proof product that is ready for production without the need for extensive and expensive rework.

Interesting contamination exists here with improvement approaches like Lean Startup and Design for Manufacturing."
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Case studiesMar 12, 2019
Anna Villalta-Hernandez & Carles Rocafort Roca
FEATURE – By leveraging lean product and process development principles, Nichirin Spain is becoming more flexible managing last-minute changes in product design requested by customers.

Fighting every single nugget of resistance

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Case studiesMar 5, 2019
Gediminas Skvernys, Mindaugas Gudas and Rytis Burkauskas
FEATURE – One year into its lean journey, this Lithuanian mining company is winning the hearts and minds of its people. Here, the management team reflects on how they are doing it.