The role of “System 3” thinking
FEATURE – This compelling article explores how our brain constantly looks for emotional resonance with the environment around us. Is this System-3 type thinking the key to enabling joint problem solving?
lean management
Truly seeing the big picture
FEATURE – In this personal account, the author explains how Lean Thinking inspires her painting process, debunking the myth that the methodology stifles creativity.
A lean view on… the media
INTERVIEW – If we truly believe lean can change society, then we should use it as a lens through which to look into different aspects of our lives – even when those associations are hard to make. This month, we discuss the world of media.
Beyond exploitation – an alternative business system
FEATURE – The transformational power of Lean Thinking allows us to see it as a way to solve some of the world’s biggest problems. Dan Jones explains why it can represent an alternative to our exploitation-based system.
Lean turnaround – charting a new course
FEATURE – In business, the word “turnaround” refers to radical changes in the direction a company is moving toward. Here’s why Lean Thinking can increase the chances of success of such endeavors.
The power of visual thinking
FEATURE – How does visual thinking practically help an organization? The author discusses three different ways in which it can be used to benefit a business and help it to improve itself.
30 years since Machine came out – Part 2
INTERVIEW – Thirty years ago, a book introduced lean thinking to the world, started a global movement and transformed business forever. Our editor caught up with one of the authors.
30 years since Machine came out – Part 1
INTERVIEW – In the fall of 1990, a book was published that would kickstart a revolution in business. This week we are catching up with the authors to understand where we are and where we are headed. First up, Daniel Jones.
Four types of problems, in the management system
FEATURE – A lean management system is necessary to effectively run a business. Can Art Smalley’s four types of problems framework help such a system to focus on what’s really important?
Keep calm and manage stably: Akio Toyoda on crises
FEATURE – Akio Toyoda’s May 12th press conference to present Toyota’s financial results offers great insights into how the company is reacting to the pandemic, say Jeff Liker and John Shook.
The world after Covid-19
FEATURE – Looking to the future, the author encourages us to challenge obsolete ideas and seize the opportunity provided by Lean Thinking to make the world a better place for all.
Were we born for a time such as this?
FEATURE – This time of crisis is a perfect opportunity to use Lean Thinking to review processes, improve standards and prepare ourselves for the “reconstruction”, says Sharon Visser.
Daily management and experimentation in a crisis
FEATURE – As businesses struggle with disruption and an uncertain future in the midst of the Covid-19 crisis, the author suggests they turn to lean daily management and get into an experimentation mindset.
Coping with Covid-19: lessons from The Plague
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?
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
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
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
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.