CASE STUDY – Faced with complex logistics and customer complaints, a small deli and butchery in Botswana saw in lean a way to bring the business back from the brink. The philosophy didn’t fail them.
CASE STUDY – One-piece flow and a focus on lean leadership and kaizen have allowed the Halfway Production Centre in Johannesburg to turn itself around in just 14 months.
WOMACK’S YOKOTEN – Toyota’s commitment to employees reminds us that it is impossible to tap into the full potential of lean without providing people with stable, gratifying employment.
FEATURE – In May, the author told us how the IT department at Fuji Xerox Australia used book clubs to engage people in lean. In this update, he explains how the efforts were brought over to a different area of the business.
COLUMN – As lean teaches us, a command-and-control approach to management is bound to fail. What we need instead is trust in people, and decentralization of knowledge.
COLUMN – Want to grasp the current situation? Then you must go to the gemba, but it would be a mistake to think that alone is enough to change your business… you also have to ask why and show respect.
WOMACK'S YOKOTEN – On October 3, Toyota will cease its manufacturing operations in Australia, but the way it is managing the transition - in the leanest way possible - holds great lessons for us all.
PROFILE – Persevering, letting people inspire you and committing to continuous learning. These are the things you need to do to successfully embrace lean thinking and, it turns out, learn to play the violin.
RESEARCH – Human behavior tends to make change even harder to attain than it already is. This brilliant research paper looks at change from a psychological, technical and leadership point of view.
CASE STUDY – The story of how a humble leader, who recognizes the importance and contribution of each individual to the company’s success, is making a car dealership in Botswana a fantastic example of lean transformation.
FEATURE – The warehousing department of a Dutch hospital has been implementing lean for a few years. Its Head of Logistics believes in an approach to change based on respect for people and on making small but steady steps.
INTERVIEW – Mike Hoseus reflects on his time at Toyota and on how the respect for people side of lean thinking is too often neglected and we tend to focus on continuous improvement only. The two must go together, or your house will collapse.
FEATURE - What if it were your staff driving change rather than managers? A focus on improvement at the front line and on people development proved critical to the lean transformation of a Stanford hospital.
INTERVIEW – At the recent UK Lean Summit, Ian Hurst and Keith Edwards of the Toyota Lean Management Centre ran an insightful workshop on standard work. We sat down with them to discuss standardization, respect for people and waste elimination.
WOMACK’S YOKOTEN – The Volkswagen “defeat device” scandal is the latest example of a company that has chosen to focus on growth rather than the customer. What can we learn from this, and what should we do when such a shift takes place?
COLUMN - Menlo Innovations may not define itself as a "lean organization" but there is no doubt that its management style is akin to the principles lean teaches. Here, a front-line Menlonian shares her thoughts on the company's culture.
INTERVIEW – PL sits down with a consultant and a manager from the St Elisabeth hospital in the Netherlands to talk about the organization’s “loving care” approach to treating patients.
INTERVIEW – At the recent Lean Transformation Summit in New Orleans, we sat down with Richard Sheridan of Menlo Innovations to discuss the ground-breaking concept of joy in the workplace.