FEATURE – Study tours in Japan are an increasingly popular learning tool for lean practitioners. The author reflects on the first ever tour she ran and on what it left people with.
INTERVIEW – Convinced that a product that is correctly engineered is easy to manufacture, this product development unit relies on lean thinking to ensure its remotely operated vehicles perform at their best.
FEATURE – This article (and video) explains how Michigan Medicine applied lean product and process development tools and methods to their clinical processes. A powerful experiment.
FEATURE – Following a webinar with product development expert Jim Morgan, the author reflects on what the Toyota New Global Architecture and Chief Engineer system can teach us.
ROUND-UP – The Lean Global Network’s week in Japan in September was full of learning and inspiration. We asked five LGNers to share their biggest takeaways.
INTERVIEW – A specialist in control solutions for air-conditioning, refrigeration and heating, Carel Industries first applied lean to R&D a decade ago, when few companies did. We asked them how their journey unfolded.
INTERVIEW – For its 10th anniversary, the Lean Global Network went to Japan for a study mission. Our editor spoke with John Shook on a Shinkansen platform after four days in Toyota City and Nagoya.
CASE STUDY – With plans to double capacity year on year in its new precision machining business, a Turkish company found in lean a way to control growth by stabilizing old processes while new ones are introduced.
FEATURE – A traditional output-based mindset is not appropriate in the digital world. In this piece, the author explains why digital product teams should be managed to outcomes, instead.
NOTES FROM THE GEMBA – This month, Catherine visits a metal injection moulding specialist and hears about the strong link between growing people’s capabilities with lean thinking and staying competitive in a complex market.
NOTES FROM THE GEMBA – Follow Catherine on another one of her gemba walks around French companies. This time, she visits a manufacturer of inspecting machines near Bordeaux, with a visionary leader and a great story.
OPINION – Our systems to develop new products are slow and inadequate for the ever-changing markets we have to work in. The author describes the three lean elements that will unlock your potential to innovate.
PROFILE – We may think it is cut and dried, but lean thinking is, in fact, full of paradoxes and trade-offs. According to Cécile Roche, learning to navigate them is one of the defining traits of a lean leader.
OPINION – In a competitive and unpredictable market, the temptation to rely on technology is always strong, but experience proves that there is no better support than people's ability to learn and adapt to new situations.
NOTES FROM THE GEMBA - We follow the author on a visit to a train maintenance center in France. Through practical examples and pictures from the gemba, she explains how the center is transforming itself.
WOMACK'S YOKOTEN – The author reflects on how the legacy of Taylor and Ford still poses challenges to the lean movement, and why critics should move past a simplistic view of lean as mere standardization.
FEATURE – A group of Italian researchers and professionals partnered with a NGO to prove how lean thinking can pave the way for the competitiveness and sustainable development of SMEs in Myanmar. Is this a new model for the developing world?
INTERVIEW – Following two successful experiments with kanban boards, Jaguar Land Rover decided to extend the reach of its lean product development activities to include all new vehicle programs. Here’s how the story unfolded.