Features

Three key business challenges lean can tackle

FEATURE – Ahead of the annual lean conference of LEI Polska, the authors reflect on a recent survey they ran with their clients on the key business challenges they face.

Our new, leaner Cancer Center

FEATURE – The renovation of one of its departments gave a hospital in Italy the perfect opportunity to redesign his oncology care with lean healthcare principles in mind.

The Sunday-night barista

FEATURE – The author looks back at her time at Starbucks Coffee Company and reflects on the role of leadership in facilitating the spread of lean thinking across the organization.

Learning A3 thinking to become a better doctor

FEATURE – A student in a medical school recently completed a rotation based on A3 thinking. She tells us what learning to use this problem-solving method has brought her.

Down the right track

NOTES FROM THE GEMBA – The author goes back to a train maintenance center she visited two years ago and finds an organization striving to learn continuously.

Surviving an inflection point

FEATURE – The car industry is undergoing incredible change and ‘disruption’ is the word on everyone’s lips. How can companies survive it? Once again, Toyota shows us the way.

What a good supermarket looks like

THE NAKED GEMBA – Our new series goes back to basics to unlock the secrets of the gemba and tell us about some of the main tools and techniques we can use in a lean transformation. First up, supermarkets.

Banking on hoshin

FEATURE – What a Brazilian bank has learned from its first few steps in adopting hoshin kanri through structured problem solving and people development.

Teaching A3 skills to medical students

FEATURE – Problem solving is a fundamental part of being a leader, which is what led this medical school in the United States to include A3 thinking in its curriculum. 

Lean caters for our product development needs

NOTES FROM THE GEMBA – This French company has completely transformed its approach to designing and introducing new products to market by embracing lean product development ideas.

Lean as a two-step engine

FEATURE – One of the things making lean thinking so hard to explain in general terms is its dual nature as both an organizational and managerial approach. The authors explain how to handle this tension.

The energy to get things done

FEATURE – When people become enthusiastic about improvement work, there's no limit to what can be achieved. Join the author on a visit to a Finland-based manufacturer, whose lean efforts range from production to customer service.

When a hospital meets an airline

FEATURE – In a bid to find inspiration and new ideas to achieve excellent outcomes in patient safety, a group from a Boston hospital flew to Orlando to visit JetBlue Airways. 

Implanting lean ideas in our practice

FEATURE – Lean thinking has helped this dental practice in Italy to streamline the work, develop the capabilities of workers and free up a lot of the head dentist’s time.

Detecting improvement opportunities

NOTES FROM THE GEMBA – A culture in which problems are tackled as soon as they appear and the production and product development teams work closely together is helping this French healthcare technology company to thrive.

An ever deeper analysis of the work

FEATURE – As we progress on our lean journey, results seem to become harder to achieve: it’s because we need to become more granular in our analysis and improvement of the work.

How I learned to treat people like individuals

FEATURE – In this intimate, moving account, the author shares her journey of personal transformation that caused her mindset and her attitude towards employees to dramatically change.

Better thinking for better lean thinking

FEATURE – We tend to describe lean as a holistic approach to a transformation, but we won’t be able to truly embrace it until everyone starts to see the organization as a system.