Lean Global Network

Webinar: 5 guiding principles to transform healthcare

array(2) {
  [0]=>
  object(WP_Term)#3276 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(181)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3275 (11) {
    ["term_id"]=>
    int(2421)
    ["name"]=>
    string(15) "Lean Healthcare"
    ["slug"]=>
    string(15) "lean-healthcare"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2421)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1608) "Lean thinking may have been born in Toyota in the 1950s and 1960s, but it wasn’t until after the year 2000 that a few hospitals began to explore its application to the healthcare industry (lean healthcare). These pioneering organizations came together to share their stories at the first Global Lean Healthcare Summit in the UK in 2007, which in turn triggered many more experiments around the world. Since then, interest has kept growing.

Some fifteen years on, we have hundreds of examples to learn from, from clinics and departments through to entire hospitals and even whole hospital systems. Not all early experiments succeeded, and we are still a long way from making lean a widely recognized way of working across the industry.
Healthcare providers around the world still face huge challenges, as ageing populations and unhealthy lifestyles boost the demand for healthcare faster than the growth of incomes and tax revenues from the middle classes. At the same time, the quality of care has not improved as much as the quality of other services in the economy, which is why more and more healthcare organizations are turning to lean.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(86)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsMay 29, 2020
Lean Healthcare Initiative
WEBINAR - The Lean Healthcare Initiative teams presents the results of their research and provide five guidelines to successfully transform healthcare organizations.

Webinar: lean healthcare vs the Coronavirus

array(2) {
  [0]=>
  object(WP_Term)#3287 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3288 (11) {
    ["term_id"]=>
    int(2421)
    ["name"]=>
    string(15) "Lean Healthcare"
    ["slug"]=>
    string(15) "lean-healthcare"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2421)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1608) "Lean thinking may have been born in Toyota in the 1950s and 1960s, but it wasn’t until after the year 2000 that a few hospitals began to explore its application to the healthcare industry (lean healthcare). These pioneering organizations came together to share their stories at the first Global Lean Healthcare Summit in the UK in 2007, which in turn triggered many more experiments around the world. Since then, interest has kept growing.

Some fifteen years on, we have hundreds of examples to learn from, from clinics and departments through to entire hospitals and even whole hospital systems. Not all early experiments succeeded, and we are still a long way from making lean a widely recognized way of working across the industry.
Healthcare providers around the world still face huge challenges, as ageing populations and unhealthy lifestyles boost the demand for healthcare faster than the growth of incomes and tax revenues from the middle classes. At the same time, the quality of care has not improved as much as the quality of other services in the economy, which is why more and more healthcare organizations are turning to lean.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(86)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesMay 8, 2020
Planet Lean
WEBINAR – Last month, the Lean Management Instituut in Holland organized a webinar to discuss the response of lean healthcare organizations to the Coronavirus. Today we are repurposing for you all.

Fighting Covid-19 with lean healthcare

array(2) {
  [0]=>
  object(WP_Term)#2959 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#2306 (11) {
    ["term_id"]=>
    int(2421)
    ["name"]=>
    string(15) "Lean Healthcare"
    ["slug"]=>
    string(15) "lean-healthcare"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2421)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1608) "Lean thinking may have been born in Toyota in the 1950s and 1960s, but it wasn’t until after the year 2000 that a few hospitals began to explore its application to the healthcare industry (lean healthcare). These pioneering organizations came together to share their stories at the first Global Lean Healthcare Summit in the UK in 2007, which in turn triggered many more experiments around the world. Since then, interest has kept growing.

Some fifteen years on, we have hundreds of examples to learn from, from clinics and departments through to entire hospitals and even whole hospital systems. Not all early experiments succeeded, and we are still a long way from making lean a widely recognized way of working across the industry.
Healthcare providers around the world still face huge challenges, as ageing populations and unhealthy lifestyles boost the demand for healthcare faster than the growth of incomes and tax revenues from the middle classes. At the same time, the quality of care has not improved as much as the quality of other services in the economy, which is why more and more healthcare organizations are turning to lean.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(86)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesApr 3, 2020
Lean Healthcare Initiative
FEATURE - A Lean Global Network team of lean practitioners and coaches shares a set of lean healthcare tips hospitals can apply today to ready themselves for the peak of Covid-19 cases. 

New Year loss and found

array(2) {
  [0]=>
  object(WP_Term)#2891 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#2300 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(144)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesJan 13, 2020
John Shook
FEATURE – 2019 was another momentous year for the Lean Community. John Shook reflects on what we lost and what we gained in the last year of the decade.

A year in lean articles

array(2) {
  [0]=>
  object(WP_Term)#2928 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#2929 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(144)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesDec 23, 2019
Roberto Priolo
FEATURE – As 2019 draws to an end, our editor looks back at best lean articles of the year and tells us why Lean Thinking should give us hope for the future.

What is hoshin kanri?

array(2) {
  [0]=>
  object(WP_Term)#2938 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3297 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(144)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesDec 19, 2019
Roberto Priolo
ROUNDUP – In the last roundup on lean tools and concepts of the year, our editor collects and curates the best articles on strategy deployment (hoshin kanri).

Practice makes perfect

array(2) {
  [0]=>
  object(WP_Term)#2915 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#2914 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(144)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesNov 28, 2019
Dave Brunt
FEATURE – Much like lean management, attaining perfection in music requires constant practice. The author looks back at his musical past and at a recent Lean Global Network samba gig.

Introducing Colombia to lean management

array(1) {
  [0]=>
  object(WP_Term)#2926 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(181)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsOct 14, 2019
Juan David Ruiz Valencia
INTERVIEW – As we look back at the evolution of lean management in our countries, the story of Instituto Lean Colombia will certainly sound more than familiar.

Our gemba walks in Brazil

array(1) {
  [0]=>
  object(WP_Term)#2915 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesOct 7, 2019
Roberto Priolo
FEATURE – Last month, the Lean Global Network met in Brazil for its annual meeting. As part of it, we visited several amazing gembas. Three of our lean coaches reflect on what we learned.

Moving forward

array(2) {
  [0]=>
  object(WP_Term)#2909 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(181)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3293 (11) {
    ["term_id"]=>
    int(2423)
    ["name"]=>
    string(13) "Lean Services"
    ["slug"]=>
    string(13) "lean-services"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2423)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1637) "While lean government and lean healthcare technically fall under this category, we consider lean service organizations to be those operating in areas like call centers, retail, hotels, restaurants, offices, banking, and so on. In such environments, there is a direct interaction with the customer, which should be seen as an opportunity to get real-time feedback on our service rather than a nuisance we have to deal with (if you have ever spoken with a customer care representative, you know what this means).

A common problem that practitioners trying to bring lean to services encounter is the difficulty to identify “the work” – whereas in manufacturing the product is in front of everyone’s eyes, in service organizations it is often hidden behind paperwork or a computer screen. Once the work is clearly visible, however, the opportunities for improvement are plentiful. To date, we have seen thousands of organizations striving to lean out the service they provide customers: from restaurants chains in the United States and China to a group of bakeries in Barcelona, from call centers to hotels, the application of lean services ideas can have an extraordinary impact on our economies. Especially if we consider that the service industry accounts for more than three-fifths of the global GDP and employs more than one-third of the global workforce.

Lean thinking is naturally a fit for the service industry, because of its focus on constantly delighting customers and on providing them with value-adding products."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(69)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsSep 5, 2019
Gabriel Lam
INTERVIEW – This moving company in Singapore has taken its first steps down the lean road, reminding us that translating your strategy into small, actionable improvements people can make at the gemba is the way to a transformation.

Where are we in lean product development?

array(2) {
  [0]=>
  object(WP_Term)#2910 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#2908 (11) {
    ["term_id"]=>
    int(2427)
    ["name"]=>
    string(24) "Lean Product Development"
    ["slug"]=>
    string(24) "lean-product-development"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2427)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1553) "This is another new frontier for lean thinking, not because lean efforts in engineering have only begun recently but because it wasn’t until the last few years that a systematic attempt to codify these techniques has been made. These techniques and ideas are loosely brought together under the concept of Lean Product and Process Development (LPPD).

At a time when innovation is the biggest factor behind the success or failure of an organization, finding ways to speed up the development of new products and to ensure these products correspond to actual customer needs is of the utmost importance.

At its core, Lean Product and Process Development aims to create the exact product that people want. And it is clear that developing better products reaching the market faster means profitability into the future. In general terms, lean product development achieves this by creating reusable knowledge that can be used in future iterations of a product and by deployment set-based concurrent engineering (which entails considering sets of designs at once to quickly eliminate inferior solutions, thus shortening development times). It is also useful to integrate the work of engineers with that of the manufacturing department, so that shop floor receives a well-researched, mistake-proof product that is ready for production without the need for extensive and expensive rework.

Interesting contamination exists here with improvement approaches like Lean Startup and Design for Manufacturing."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(18)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesSep 2, 2019
The LGN LPPD Team
FEATURE – The authors discuss some of the most common problems that product development teams experience and what an effective assessment tool for engineering looks like.

Reflecting on a unique partnership

array(1) {
  [0]=>
  object(WP_Term)#2922 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesJun 4, 2019
Planet Lean
FEATURE – Following the recent CXO Summit in Singapore, a team from the Lean Global Network reflects on the partnership with SIT and its potential effects on the city-state.

Three key business challenges lean can tackle

array(1) {
  [0]=>
  object(WP_Term)#2890 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesMay 7, 2019
Tomasz Koch and Remigiusz Horbal
FEATURE – Ahead of the annual lean conference of LEI Polska, the authors reflect on a recent survey they ran with their clients on the key business challenges they face.

Lean thinker, I salute thee

array(1) {
  [0]=>
  object(WP_Term)#3287 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesDec 27, 2018
Roberto Priolo
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.

Living and breathing the original lean mission

array(1) {
  [0]=>
  object(WP_Term)#3041 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(181)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsNov 29, 2018
Dave Brunt
GETTING TO KNOW US – It’s easy to over-complicate lean thinking. This month’s Lean Global Network interviewee tells us why we should always start with the work and the people doing it.

Lean thinking in ‘Pole’ position

array(1) {
  [0]=>
  object(WP_Term)#2926 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(181)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsOct 30, 2018
Tomasz Koch
GETTING TO KNOW US – We continue our series of interviews with Lean Global Network directors with a Q&A with another veteran of the global lean movement, Poland’s Tomasz Koch.

Helping Turkey to thrive with lean management

array(1) {
  [0]=>
  object(WP_Term)#3286 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(397)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesSep 27, 2018
Yalcin Ipbuken
GETTING TO KNOW US – Earlier this month, our editor visited Istanbul to learn about the work Lean Institute Turkey is doing to spread lean in Turkey and beyond. He sat down with the institute’s President for a chat.
René Aernoudts at one of the Lean Management Instituut workshops

Making the Netherlands leaner and leaner

array(2) {
  [0]=>
  object(WP_Term)#2923 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(181)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3281 (11) {
    ["term_id"]=>
    int(117)
    ["name"]=>
    string(8) "Profiles"
    ["slug"]=>
    string(8) "profiles"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(117)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(149)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsAug 30, 2018
René Aernoudts
GETTING TO KNOW US – We continue our series of interviews with key Lean Global Network people with a chat with the President of Holland-based Lean Management Instituut.