SERIES – The authors discuss the third of six elements in their process development model – Converge – using experiments to test key aspects of different ideas, while objectively working towards a single design concept slated for refinement and implementation.
FEATURE – As inflation bites, the author offers us an insightful take into what it really means to understand a company’s costs. Hint, it doesn’t involve passing them on to customers.
INTERVIEW – From hospitals to start-ups, lean principles have been applied far beyond their origins at Toyota. This article discusses how lean can be applied to learning – specifically, how we can apply lean learning to learning lean.
FEATURE – Drawing inspiration from his research into the causes of failure of transformations, the author discusses how these can directly be linked to the most common misconceptions on Lean Thinking.
SERIES—The authors discuss Concepts, the second of six elements in their process development model, discovering the key knowledge gaps and exploring multiple process design options to facilitate learning.
FEATURE – To consistently identify new and better ways of doing things can breathe new life into a lean journey, but only if the knowledge developed can be effectively shared across the organization.
CASE STUDY – This primary care unit in Brazil is hoping to become a model for other units in their system. Take note, this is how Lean Thinking can spread across healthcare systems.
INTERVIEW – In today’s Q&A, we learn how Lean Thinking is supporting the digital transformation of the public administration of the African country of Benin.
FEATURE – In this compelling theoretical piece, the author reminds us how in a lean organization relations are structured around learning opportunities rather than execution. This is what ultimately enables a company to grow.
FEATURE – Using the example of a chain of pizzerias, the author explains why “slicing the elephant” is the approach you want to follow when it comes to deploying strategic metrics in operations.
CASE STUDY – This Norwegian firm learned that allowing every person and area to move up their own lean learning curve can steer the business away from fire-fighting and towards more strategic thinking.
SERIES – The authors discuss the first of six elements in their process development model – Context – highlighting the importance of gaining clarity on the objectives of the process being created.
CASE STUDY – This project in Brazil, part of a city-wide effort to improve patient flows, led to impressive results in the waiting time to access cancer care.
CASE STUDY – For the past year, Elementia Materiales, a producer of materials for the construction industry, has begun a lean journey that’s already brought impressive quality results.
RESEARCH – The author reflects on several highly-ranked academic publications to paint a picture of salient lean knowledge, both past and present, and suggests several avenues for future lean research.
FEATURE – The authors explain why putting value at the heart of customer discussions is key to developing a successful, resilient tech firm.
FEATURE – This Siemens Group-owned medium-sized manufacturer of electrical low-voltage devices has been experimenting with hoshin kanri. In this article, they share their experience and lessons learned.
FEATURE – Reflecting on the transformations he has supported, the author provides a few recommendations on how to get products to market faster.