Good Thinking, Good Products

FEATURE – Following a recent visit to Toyota, the authors strive to challenge popular beliefs and shed a light on the underlying philosophy that has made TPS a success for over half a century.

Coming together as a firm using book clubs

FEATURE – Lean book clubs as a way to boost learning and collaboration. A Norwegian firm that has been using them for a decade gives us a few tips on how to make them successful.

A story of lead-time in digital

BUILDING BRIDGES – In another article for their series, lean digital company Theodo tells us about their efforts to measure and reduce its lead-time to deliver product features.
Learn about the lean transformation of French playground maker Proludic

A playground for lean teamwork and collaboration

FEATURE – Enabling its people to think autonomously about problems and fostering collaboration among departments is allowing a French company that makes and installs playgrounds to thrive.

Lean learning happens across sectors too

FEATURE – The power of cross-pollination: learning from a manufacturing company has helped a cancer treatment center in Brazil to thrive in its lean transformation.

A tale of successful lean transformations worldwide

FEATURE – Leading lean transformations in different countries is often considered a challenge. The author claims it’s not as difficult as normally assumed, so long as you stick to the lean fundamentals.
Value stream of people development

A value stream for people development

FEATURE – The continuous flow of developing people’s capabilities throughout their studies and careers is lacking, to say the least. It’s time we saw this as one big value chain. 

The depth of lean thinking

FEATURE – To really embrace lean thinking means to ensure the bureaucratic structures in our organizations enable our people to excel, rather than constrain their creativity.

Learning a different way of thinking in Japan

FEATURE – Study tours in Japan are an increasingly popular learning tool for lean practitioners. The author reflects on the first ever tour she ran and on what it left people with.

Doubling the number of performant Apps using kaizen

BUILDING BRIDGES – A member of the Theodo team tells us about their attempts to improve the performance of their Web apps using lean principles.

Lean Thinking: ingredients, incubation and diffusion

FEATURE – The author offers an overview of the ingredients that made lean thinking what it is, of the 30 years of incubation it underwent at Toyota, and of its diffusion from 1980 onwards.

Managing the complexity of our oil & gas value streams

FEATURE – In this frank account, a senior executive discusses the challenges facing an oil and gas company as it tries to manage the complexity of its upstream and downstream supply chains.

The architecture of a lean transformation

FEATURE – The role of the coach in a lean transformation is an often-debated topic. The author discusses his experience building the architecture of the Halfway turnaround.

Using lean to gain a competitive advantage

NOTES FROM THE GEMBA – In the web marketing world, a competitive advantage is a matter of life and death for businesses. The author meets a firm that has been leveraging lean to gain one.

Unearthing problems by reducing work-in-progress

BUILDING BRIDGES - This month, we hear how addressing work-in-progress led a startup specialized in AI to productivity gains on their machine learning projects.

How we are rolling out lean in our chain of stores

FEATURE – When Praktiker decided to turn to lean thinking, they were faced with the challenge of rolling out its principles and practices to 20 DIY stores. Here’s how they are trying to make it work.

Start your change project with a concept paper

FEATURE – This article offers an exhaustive explanation of how to prepare a Concept Paper and why this is a tool that will help us to succeed in the execution of large change projects.
Michael Ballé yamazumi chart

Michael Ballé on how a yamazumi chart enables standard work

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.