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.
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.
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.
FEATURE – A school board in Holland is discovering the potential of lean thinking and improving its processes to tackle the overburdening of teachers.
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.
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.
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.
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.
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.
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.
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.
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.
FEATURE – If we have high-volume (green) and low-volume (red) items in our production schedule, doesn’t it make sense to also have dedicated green and red equipment whenever possible?