Once More, All Together Now: “JIT is …”
FEATURE – As global supply chain suffer ongoing disruption, the author addresses the misconceptions on Just-In-Time that keep appearing in the media.
lean management
Production as a mirror to the organization
FEATURE – The gemba tells us more than we think. The authors discuss what we need to look at during our walks to understand the impact of non-manufacturing functions on the overall process.
Deep dive in a lean digital company #6
FEATURE – In the final article of her series, the author spends a day with Theodo’s CEO and co-founder to learn how lean informs its strategy and vision.
Lean-powered decision making
FEATURE – As lean thinkers, our focus is on problem-solving. The author explains why effectively solving problems depends on our ability to make the right decisions and suggests the lean community plays closer attention to this.
Lean leadership and Industry 4.0
RESEARCH – The authors explore the leadership traits that Lean Thinking and the implementation of Industry 4.0 practices call for and explore their synergies.
The paradox of learning
FEATURE – In this call to arms, the author encourages us to fight to prove the relevance of Lean Thinking in such difficult times and explains why only mastering it can truly address our problems.
Lean as a path
FEATURE – The author describes Lean Thinking as a path of discovery and explains why attempts to define it “once and for all” are destined to fail.
Standard work for leaders
FEATURE – The author reflects on the importance of standardized work in her daily life as a manager and explains why one can’t expect to run a company only using reports.
Launching new medication quicker with Lean Thinking
CASE STUDY – Clinical trials are known for their rigorous analysis and approval process. The experience of Roche Brasil teaches us what lean and agile thinking can do to speed it up.
Troublesome problems and threshold concepts
FEATURE – Looking back on the lean journeys he's seen firsthand, the author concludes that a true lean transformation occurs when you establish lines of mentoring to the Thinking People System.
Think in terms of value networks, not supply chains
FEATURE – This article explores the concept of “value network”, emphasizing the importance of looking at lead-times and value creation in a more holistic way.
Lean and happiness
FEATURE – Employee happiness leads to greater efficiency and higher quality, which is why it’s increasingly being adopted as an indicator by firms. But how does lean relate to happiness?
Asking the right questions. Sure, but how?
FEATURE – This interesting article asks what it means to ask to right questions and explains why the way to success is learning about problems, not wondering whether solutions are wrong or right.
Caught between a rock and a hard place
FEATURE – What is the role of middle managers in a transformation and how can we ensure they can fulfil that role – instead of being blamed for the failure of the initiative and even excluded from it?
Deep dive in a lean digital company #1
NOTES FROM THE GEMBA – The author visits the office of Theodo France and learns how the lean digital company is leveraging lean thinking and practice to support its ongoing growth – even through the pandemic.
Awakening
INTERVIEW – The extraordinary events of the past year have encouraged lean organizations around the world to ask deeper questions about purpose and value creation, says Josh Howell.
Lean in SMEs
FEATURE – SMEs represent the backbone of many economies, but few of them contemplate embarking on a lean transformation. The author discusses why and offers some tips to help them embrace lean.
Lean strategy means learning what to improve
FEATURE – Lean represents a strategy to understand what needs to be improved, the critical skills that must be developed to solve a specific problem – whether it’s a quality defect or a pandemic.