Features

Marie Kondo and the art of home 4S

FEATURE – The Japanese organizing guru has become very popular in recent years, but what does Lean Thinking tell us about her approach?

Eight practices to put more green into lean

FEATURE – The planet is warming at an unsustainable rate, pollution is increasing, wildlife populations and arable land areas have plummeted, and our oceans are filling with plastic. Can Lean Thinking help?

Keep calm and manage stably: Akio Toyoda on crises

FEATURE – Akio Toyoda’s May 12th press conference to present Toyota’s financial results offers great insights into how the company is reacting to the pandemic, say Jeff Liker and John Shook.

How we made our microbiology lab Covid-ready

FEATURE – When the number of Covid-19 cases skyrocketed in the Italian region of Piedmont, this microbiology lab had to find a way to increase its capacity to process swab tests. Here’s how they did it.

Anticipating the Covid-19 storm

NOTES FROM THE (VIRTUAL) GEMBA – In the last of her series of virtual gemba walks, the author learns how a hospital in the Caribbean island of Martinique relied on Lean Thinking in its fight against the Coronavirus.

Reimagining restaurants after Covid-19

FEATURE – The future has never looked more uncertain for restaurants and cafes. The authors share a set of practical lean tips that can guide these organizations navigate the storm.

Webinar: lean healthcare vs the Coronavirus

WEBINAR – Last month, the Lean Management Instituut in Holland organized a webinar to discuss the response of lean healthcare organizations to the Coronavirus. Today we are repurposing for you all.

Facing the crisis with an appetite for improvement

NOTES FROM THE VIRTUAL GEMBA – Despite a 40% drop in sales and the looming prospect of having to furlough part of its staff, this French company is finding in lean manufacturing an ally to fight the current crisis.

Lean thinking for more resilient supply chains

FEATURE – The Covid-19 pandemic has exposed all the shortcomings of our current supply chains. Lean Thinking can make them more agile, aligned and adaptive.

Staying ready in uncertain times

NOTES FROM THE (VIRTUAL) GEMBA – Throughout the lockdown, this car-selling business has never lost its focus on people development. The author learns how this approach is helping the firm make the most of the crisis.

The lean playbook

FEATURE – The author reflects on how lean organizations are reacting to the Covid-19 crisis and discusses the tough questions they are asking themselves.

Lean healthcare practitioners on fighting Coronavirus

FEATURE – How did lean healthcare organizations respond to the most critical stage of the epidemic? We asked three hospitals in Catalonia and Toledo to share their experience. 

Spaghetti charts and physical distancing

FEATURE – A simple lean tool can help us create safer flows in our businesses, a critical challenge as we plan our return to work with new physical distancing measures in place.

The world after Covid-19

FEATURE – Looking to the future, the author encourages us to challenge obsolete ideas and seize the opportunity provided by Lean Thinking to make the world a better place for all.

Learning fast in the crisis

NOTES FROM THE (VIRTUAL) GEMBA – This small manufacturer is relying on Lean Thinking to keep the business running during the Covid-19 crisis, overcome the disruption in its supply chain, and even innovate.

Were we born for a time such as this?

FEATURE – This time of crisis is a perfect opportunity to use Lean Thinking to review processes, improve standards and prepare ourselves for the “reconstruction”, says Sharon Visser.

Leveraging lean learnings to face the crisis

NOTES FROM THE (VIRTUAL) GEMBA – This week, the author chats with an innovative insurance company as it relies on its lean learnings to ensure business continuity and switch to remote working during the Covid-19 crisis.

Daily management and experimentation in a crisis

FEATURE – As businesses struggle with disruption and an uncertain future in the midst of the Covid-19 crisis, the author suggests they turn to lean daily management and get into an experimentation mindset.