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.
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.
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.
FEATURE – In this article, the author reflects on how his understanding of lean thinking evolved over time – as did the way he defined it.
FEATURE – Successfully engaging people and building a solid daily management system is allowing a Velux factory in Poland to fulfill its strategic goals.
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.
FEATURE – At the 2016 Olympics in Rio, the Japanese Men’s 4x100m relay team went from being the underdogs to winning a silver medal by apply lean problem solving.
FEATURE – Innovation is a process and lean thinking allows that process to take place, by empowering everyone in the company to think creatively about solving customer problems.
FEATURE – This Norwegian company has come back from the brink of bankruptcy by rallying its people around a common set of values, by leaning out its processes and by involving its leadership team.
FEATURE – The belief that standardization kills creativity can be a severe hindrance in a lean transformation. The author discusses how he convinced his team of architects to give standards a try.
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.
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.
WOMACK’S YOKOTEN – The author discusses the benefits that the many family businesses making up our economies can harness from embracing lean management.
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.
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.
WOMACK’S YOKOTEN – The author visits a company that has sustained lean for a decade. In trying to understand how they did it, he finds how fundamentally the management system has changed.
FEATURE – In this interesting piece, the author explains why living up to the ideal of mutual trust is hard, and how lean tools can help us build a workplace based on respect.
INTERVIEW – Having started to explore TPS in the mid-1970s, Freddy Ballé is one of the great pioneers of our movement. Here, he shares what he learned about Toyota over the past 40 years.