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.
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.
FEATURE – We hear it time and time again: in a lean transformation, middle management is the biggest hindrance to change. The author explains his strategy to win them over.
FEATURE – The difficulty of sustaining results often stems from our inability to monitor the KPIs that truly matter and to focus on business priorities. The author suggests a hands-on approach to strategy deployment.
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 – 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.
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).
CASE STUDY – Seven years ago, this Italian manufacturer ran an experiment to reduce inventory in its warehouse. Today, lean thinking permeates every aspect of life at FPZ.
FEATURE – In this roundup, we discuss the obeya room and use some of the best articles on the topic to explain why it’s such a powerful tool to drive improvement in your organization.
CASE STUDY – Catalonia's largest hospital is undergoing a successful transformation - supported by pioneering hoshin experiments - that has already turned it into a poster child for lean healthcare in the region.
CASE STUDY – What to do when you operate in a competitive market and are located in a remote corner of Europe, thousands of miles from your customer? One word: lean.
FEATURE – While at Starbucks, the author learned the importance of collaboration among the key functions of Operations, HR and Finance to advance a lean transformation.
COLUMN – In her first column, the author reflects on the role of leadership in striking a balance between the enthusiasm for change and the need to involve everyone in a transformation.
FEATURE – Successfully engaging people and building a solid daily management system is allowing a Velux factory in Poland to fulfill its strategic goals.
FEATURE – What a Brazilian bank has learned from its first few steps in adopting hoshin kanri through structured problem solving and people development.
RESEARCH – The authors present a new perspective on value creation. In addition to monozukuri (making things) and hitozukuri (making people), they discuss the idea of kotozukuri, making things happen.
FEATURE – The obeya room limits the number of unknowns before we start developing a product. In this sense, it’s a tool for discovery more than it is for delivery.
FEATURE – Innovation is a process and lean thinking allows that process to take place, by empowering everyone in the company to think creatively about solving customer problems.