lean management

Coping with Covid-19: lessons from The Plague

array(1) {
  [0]=>
  object(WP_Term)#5832 (11) {
    ["term_id"]=>
    int(107)
    ["name"]=>
    string(7) "Columns"
    ["slug"]=>
    string(7) "columns"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(107)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(28)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
ColumnsMar 25, 2020
John Shook
COLUMN – With the Covid-19 pandemic spreading around the world, John Shook shares six ideas that are guiding him as 1.5 billion of us go into lockdown.

Why bother with lean when we’re all doomed?

array(1) {
  [0]=>
  object(WP_Term)#5447 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesMar 16, 2020
Michael Ballé
FEATURE – When faced with a crisis, like the current one, it is natural to wonder, “Why bother?”. Yet, this is when we most need a growth mindset and a framework like lean thinking to figure out a way forward.

The power of lean planning

array(2) {
  [0]=>
  object(WP_Term)#5466 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#5467 (11) {
    ["term_id"]=>
    int(2422)
    ["name"]=>
    string(17) "Lean Construction"
    ["slug"]=>
    string(17) "lean-construction"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2422)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1440) "The construction industry has a reputation for delays, bad quality and unsafe working conditions. This makes it a prime candidate for the implementation of lean principles and techniques. The idea of 'lean construction' has been around since the early 1990s, when a group of academics in California started to look at opportunities for the application of lean in the sector. One of the results of this early work was the introduction of the Last Planner System to better manage construction sites.

The lean construction movement soon spread to other parts of the world, starting with the UK - where it influenced a number of organizations and large projects, like the construction of St Pancras station in London. Large construction companies quickly took on lean management. Like in other industries, at the beginning the adoption of lean focused heavily on the application of tools, whereas more recently the strategic importance of lean management has been recognized by the industry.

Technology is providing new opportunities for the sector, with 3D and 4D software tools taking the lead. Technological advances, coupled with the adoption of solid improvement practices, like lean construction methodology, in the construction industry, means we can design and build better, safer and lasting buildings - also guaranteeing working infrastructure for our increasingly urban world."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(14)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesMar 12, 2020
The TenneT team
FEATURE – A Dutch transmission system operator is using Lean Planning – built around the Last Planner System – to better manage its complex infrastructure projects.

Hoshin kanri in a picture

array(1) {
  [0]=>
  object(WP_Term)#5490 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesMar 9, 2020
Nestor Gavilan
FEATURE – Hoshin is a powerful management practice that aligns the work at different levels to a company’s strategic goals. The author offers a one-page visual summary.

Gemba walks: the common pitfalls

array(1) {
  [0]=>
  object(WP_Term)#5600 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesMar 5, 2020
Severino Abad
FEATURE – The author discusses the most common mistakes leaders make during gemba walks and the things they need to keep in mind to make the most of this important management practice.

What is A3 Thinking?

array(1) {
  [0]=>
  object(WP_Term)#5841 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesMar 2, 2020
Roberto Priolo
ROUNDUP – Our editor discusses A3 Thinking and its various uses, curating a list of the best Planet Lean articles published on this topic over the years.

The gift that keeps on giving

array(1) {
  [0]=>
  object(WP_Term)#5464 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesFeb 27, 2020
Karen Gaudet
FEATURE – The benefits of establishing a lean operating system will support the growth and success of a business in the long term, says Karen Gaudet looking back at her experience at Starbucks.

Enhancing your gemba skills

array(1) {
  [0]=>
  object(WP_Term)#5449 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesFeb 24, 2020
Michael Ballé
FEATURE – Michael Ballé shares a few tricks he uses to escape his default thinking and ensure he makes the most of every gemba walk he goes on.

Predictable vs unpredictable work

array(2) {
  [0]=>
  object(WP_Term)#5476 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#5475 (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(61)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesFeb 6, 2020
Dave Brunt
FEATURE – It is a common misconception that our work is too unpredictable to fit into a standardized approach. The author debunks this myth. 

New Year loss and found

array(2) {
  [0]=>
  object(WP_Term)#5481 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#5473 (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(139)
    ["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.

Making hard work easier

array(1) {
  [0]=>
  object(WP_Term)#5464 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesJan 9, 2020
Mark Reich
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.

The practice of reflection

array(1) {
  [0]=>
  object(WP_Term)#5839 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesJan 6, 2020
Denise Bennett
FEATURE – The holidays are a time for reflection. The author shares some her reflections on her experience with lean thinking and the role of leadership in a lean transformation.  

A year in lean articles

array(2) {
  [0]=>
  object(WP_Term)#5484 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#5450 (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(139)
    ["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)#5837 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#5839 (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(139)
    ["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).

The community and the individual

array(3) {
  [0]=>
  object(WP_Term)#5475 (11) {
    ["term_id"]=>
    int(107)
    ["name"]=>
    string(7) "Columns"
    ["slug"]=>
    string(7) "columns"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(107)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(28)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#5466 (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(139)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#5529 (11) {
    ["term_id"]=>
    int(106)
    ["name"]=>
    string(14) "Opinion pieces"
    ["slug"]=>
    string(14) "opinion-pieces"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(106)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(107)
    ["count"]=>
    int(29)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
Opinion piecesDec 5, 2019
Peter Willats
COLUMN – As individuals, how do we relate to the Lean Community? And what motivates us to stubbornly continue down the improvement path, often against all odds?

Change management from the inside out

array(2) {
  [0]=>
  object(WP_Term)#5475 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#5498 (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(139)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesDec 2, 2019
Karen Gaudet
FEATURE – The author discusses how the daily practice of lean thinking develops perseverance and the grit a leader needs to improve an organization.

Practice makes perfect

array(2) {
  [0]=>
  object(WP_Term)#5496 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#5833 (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(139)
    ["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.

What is kaizen?

array(1) {
  [0]=>
  object(WP_Term)#5498 (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(372)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesOct 31, 2019
Roberto Priolo
ROUNDUP – This month, we look at the most effective lean improvement approach – kaizen – by looking back at some of our best articles on the subject.