OPINION – What happens when a senior executive jumps the fence and finds himself having to drive the very same change he was asking others to create?
OPINION – The rise and fall of organizations does not depend on chance or bad luck. It generally stems from a fundamentally flawed strategic approach that fails to define a purpose, alienates workers and ignores customers.
COLUMN – With many of us about to leave for our summer vacations, the importance of planning (a holiday just like a business venture) could not be clearer. But objectives and potential problems should be identified before setting off.
WOMACK'S YOKOTEN – Effective daily management is still hard to achieve for most organizations. But until line managers start tackling problems first hand as they emerge, rather than deferring and delegating them, basic stability will remain a mirage.
OPINION – The latest banking scandal had us all wonder whether Wells Fargo has lost its way. But how does a pioneering bank that once had lean at its heart betray its core values so profoundly?
OPINION – When do our mistake become an ominous sign that we are giving up on our customers and people? Following the salmonella contamination in cereals in Israel, the author reflects on business purpose and the importance of transparency.
ONE QUESTION, FIVE ANSWERS – With this month’s question we try to understand what lean idea or principle our interviewees would have liked to learn sooner or better in their journey. So, heads up… You might be in a similar situation.
CALL TO ARMS – Despite the spread of lean principles across the world, only a handful of universities have included the methodology in their programs. This article is a call-to-arms telling us why we have an obligation towards future generations.
FEATURE – Too often we tend to focus on trying to replicate success, rather than analyze failure. Yet, learning from mistakes is a fundamental principle in lean. This account of a transformation gone south offers an insightful critique of lean.
FEATURE – For this new monthly article, we will be asking five lean practitioners the same question and share their answers with you. We started by asking them about their biggest lean mistake.
FEATURE – What are the immediate signs that tell us that our workplace is not conducive to kaizen? The author draws on his experience as a coach at the gemba to highlight them. Look out for them in your own company!
FEATURE – Repetitive flexible supply is a very effective method to level production scheduling, but as a FMCG company in the Netherlands found out, sometimes a number of conditions must be met before the approach becomes viable.
FEATURE ARTICLE – Danish company Solar has applied lean management principles to the rollout of a new ERP system to gradually strengthen the ties between an isolated IT department and the rest of the organization.
WOMACK’S YOKOTEN – On October 10, 1990 the book that introduced lean thinking to the world was published. Twenty-five years after Machine, one of the authors reflects on what the lean movement has achieved and on what is slowing it down.
FEATURE ARTICLE – For the last article of their series, the authors ask themselves the ultimate question: who wins at lean, and who loses? What makes change sustainable? Turns out, it’s all about the fundamentals.
ARTICLE – Until “check” and “act” become a natural part of daily work, we will always need formal audits to keep people focused and to sustain results. Here’s a few tips to make them work.
WOMACK’S YOKOTEN - When managed poorly and tied to the wrong performance metrics, financial rewards can seriously damage your organization, Jim Womack warns in his latest column.
ARTICLE – Most organizations rely on the support of lean consultants to bring their transformations forward, but how can they make the most of their expertise and knowledge?