Observing Covid-19 vaccination at the gemba
FEATURE – In his first gemba walk in months, the author observes the Covid-19 vaccination process in a physician’s practice in Wales and reflects on how lean it is.
lean process
Lean and the global Covid-19 vaccine race
CASE STUDY – Pall Corporation used lean product and process development principles to create the process to produce billions of doses of the Oxford/AstraZeneca vaccine for Covid-19 in record time.
Designing the best possible process
FEATURE – This article analyzes some of the most effective tools lean practitioners can deploy to design solid processes characterized by an effective sequence of tasks and a focus on customer value.
Facing the emergency
NOTES FROM THE (VIRTUAL) GEMBA – In this new series - one new article every week during the Covid-19 crisis) - the author asks companies how they are reacting to this health emergency. First up, Proditec.
Harada-san and the steps to better Jidoka
FEATURE – In the first piece of a series on Takehiko Harada’s contribution to TPS, the authors discuss the Nagara Switch and how it helps to achieve better Jidoka.
Sorting out sourcing
FEATURE – The Sourcing team at insurance company SulAmérica tells us about how they were able to transform the process in their department in order to become more efficient in dealing with their workload.
Learning to be lean chameleons
FEATURE – In this candid, personal account, the author shares her experience as a lean coach, her challenges and success, and how she adapts to different situations.
A 15-year journey of people engagement
CASE STUDY – Here’s the story of a mature lean company from Michigan. The author tells us about Zingerman’s Mail Order’s lean transformation, their challenges and their successes.
Half the bad, double the good
CASE STUDY – The story of this Norwegian window and door manufacturer shows how a deep and ongoing commitment to a lean transformation can help a company thrive against all odds.
Lean thinking, better teaching
FEATURE – A school board in Holland is discovering the potential of lean thinking and improving its processes to tackle the overburdening of teachers.
Lean as a two-step engine
FEATURE – One of the things making lean thinking so hard to explain in general terms is its dual nature as both an organizational and managerial approach. The authors explain how to handle this tension.
Inventory reduction and pulled supply in a Brazilian factory
FEATURE – Inventory reduction is critical to waste elimination. Yet, many are reluctant to do it, fearing demand variability and production instability will neutralize their efforts. Grupo Sabó's story proves otherwise.
Kaizen and improved maintenance in a Turkish mine
CASE STUDY – Over the past four years, by developing its kaizen capabilities and crafting a better approach to maintenance, a Turkish gold mine has significantly reduced its extraction costs.
Growing car sales by 400% in a dealership using lean
FEATURE – For the first article in our series on the Halfway transformation, we asked the Sales team to tell us about how they apply lean to selling cars in a challenging social context.
How lean coaching changed the culture of a restaurant chain
FEATURE – An approach based on coaching and experiments is transforming the way restaurant chain Xibei works with its people to improve service and dishes: the story of Chef Liang and his Kongfu fish.
Lean and sustainable fashion meet at Eileen Fisher
FEATURE – Designing beautiful work helps design beautiful clothes. Here’s the story of how women’s clothing brand Eileen Fisher found in lean a way to support its environmental sustainability strategy.
Adopting lean principles to speed up blood donation
FEATURE – In the second article of our series written by the front-line staff of Siena University Hospital, we learn how the lean principles of pull and flow have transformed the blood donating process.
The first steps of a Paris hospital towards lean healthcare
NOTES FROM THE GEMBA – On this gemba walk in the cardiology department of a Parisian hospital, the author discovers how the team is changing its internal dynamics and processes to make lean their way of thinking.