Lean Management

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.

 

Four types of problems, in the management system

FEATURE – A lean management system is necessary to effectively run a business. Can Art Smalley’s four types of problems framework help such a system to focus on what’s really important?

Passing down TPS across generations

FEATURE – This intimate account looks back at the time one of the authors spent working with Harada-san and how it shaped his career and encouraged him to spread TPS knowledge.

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.

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.

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.

New Year loss and found

FEATURE – 2019 was another momentous year for the Lean Community. John Shook reflects on what we lost and what we gained in the last year of the decade.

A year in lean articles

FEATURE – As 2019 draws to an end, our editor looks back at best lean articles of the year and tells us why Lean Thinking should give us hope for the future.

What is hoshin kanri?

ROUNDUP – In the last roundup on lean tools and concepts of the year, our editor collects and curates the best articles on strategy deployment (hoshin kanri).

The community and the individual

COLUMN – As individuals, how do we relate to the Lean Community? And what motivates us to stubbornly continue down the improvement path, often against all odds?

Change management from the inside out

FEATURE – The author discusses how the daily practice of lean thinking develops perseverance and the grit a leader needs to improve an organization.

Practice makes perfect

FEATURE – Much like lean management, attaining perfection in music requires constant practice. The author looks back at his musical past and at a recent Lean Global Network samba gig.

The iron law of scale-up

FEATURE – As our social systems grow, we need an effective way to manage them. This makes bureaucracies an inescapable part of life for our society and businesses. But how can we mitigate their negative effects?

Lean is an educational system

FEATURE – In this compelling read, the author discusses lean thinking as a system for learning that challenges our assumptions and tells us why blindly applying “best practices” takes us nowhere.

The synergies you need to succeed

FEATURE – While at Starbucks, the author learned the importance of collaboration among the key functions of Operations, HR and Finance to advance a lean transformation.

Introducing the Toyota Flow System

FEATURE – In the age of complexity and disruption, flowing value to customers as quickly as possible is critical. The new Toyota Flow System strives to address this issue. 

My father is my sensei

FEATURE – In this intimate account, the author reflects on the role of a lean sensei by looking back at what he’s learned from his own… his father.

Defining lean is useful, lean definitions are useless

FEATURE – In this article, the author reflects on how his understanding of lean thinking evolved over time – as did the way he defined it.

Blue-sky thinking

FEATURE – Successfully engaging people and building a solid daily management system is allowing a Velux factory in Poland to fulfill its strategic goals.