FEATURE – We hear it time and time again: in a lean transformation, middle management is the biggest hindrance to change. The author explains his strategy to win them over.
FEATURE – In this candid, personal account, the author shares her experience as a lean coach, her challenges and success, and how she adapts to different situations.
FEATURE – Reflecting on some of the work he’s recently observed, the author discusses what lean thinking teaches us about making life easier for the value creators in our organizations.
CASE STUDY – This automotive parts supplier based in southwest Spain is discovering the power of lean thinking applied to recruitment and Human Resources.
COLUMN – In her first column, the author reflects on the role of leadership in striking a balance between the enthusiasm for change and the need to involve everyone in a transformation.
FEATURE – In this intimate, moving account, the author shares her journey of personal transformation that caused her mindset and her attitude towards employees to dramatically change.
FEATURE – Is it possible to build our lean transformation efforts on pre-existing cultural aspects we find in our societies? According to the author, it is… and it works really well.
ROUND-UP – As the year ends, our editor reflects on the state of the lean movement and looks back at the best articles published by Planet Lean this year.
FEATURE – How an amusement park in Norway is using lean visual management to support actors during their busy schedule and to give visitors an experience they will never forget.
FEATURE – Building on the benefits of the Last Planner System™, lean thinking is supporting people at Turner Construction Company as they solve problems in a structured way.
PROFILE – Earlier this month, our editor visited the US and sat down with the CEO of a community health center near Boston. His humility and honesty about his lean leadership are striking.
NOTES FROM THE GEMBA – This French company provides support to the severely disabled, and is currently using lean thinking to limit employee turnover and recruit faster.
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?
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.