lean strategy

A year in lean articles

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In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

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FeaturesDec 23, 2019
Roberto Priolo
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.

What is hoshin kanri?

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FeaturesDec 19, 2019
Roberto Priolo
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).

A journey of mind-blowing improvement

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    string(1594) "Manufacturing is where the lean movement originated from. For their MIT research in the late 1980s (which resulted in the 1990 seminal book The Machine the Changed the World), Jim Womack and Dan Jones identified a set of principles and techniques that made Japanese carmakers far more productive than their Western competitors.

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Case studiesOct 3, 2019
Sergio Ferigo
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.

What is an Obeya?

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FeaturesSep 26, 2019
Roberto Priolo
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.

Through hardship to the stars

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    string(1608) "Lean thinking may have been born in Toyota in the 1950s and 1960s, but it wasn’t until after the year 2000 that a few hospitals began to explore its application to the healthcare industry (lean healthcare). These pioneering organizations came together to share their stories at the first Global Lean Healthcare Summit in the UK in 2007, which in turn triggered many more experiments around the world. Since then, interest has kept growing.

Some fifteen years on, we have hundreds of examples to learn from, from clinics and departments through to entire hospitals and even whole hospital systems. Not all early experiments succeeded, and we are still a long way from making lean a widely recognized way of working across the industry.
Healthcare providers around the world still face huge challenges, as ageing populations and unhealthy lifestyles boost the demand for healthcare faster than the growth of incomes and tax revenues from the middle classes. At the same time, the quality of care has not improved as much as the quality of other services in the economy, which is why more and more healthcare organizations are turning to lean.

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Case studiesJul 25, 2019
Vicenç Martínez Ibañez and Antoni Campos Rubiño
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.

Cancelling the distance

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Case studiesJul 16, 2019
José Ignacio Garcia Cornejo and Francisco Soler Benito
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.

The synergies you need to succeed

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FeaturesJul 11, 2019
Karen Gaudet
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.

A crazy little thing called change

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OpinionMay 21, 2019
Rose Heathcote
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.

Blue-sky thinking

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Case studiesApr 11, 2019
Kristian Zurek, Paweł Krawiecki and Rafał Mazur
FEATURE – Successfully engaging people and building a solid daily management system is allowing a Velux factory in Poland to fulfill its strategic goals.  

Banking on hoshin

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    string(1637) "While lean government and lean healthcare technically fall under this category, we consider lean service organizations to be those operating in areas like call centers, retail, hotels, restaurants, offices, banking, and so on. In such environments, there is a direct interaction with the customer, which should be seen as an opportunity to get real-time feedback on our service rather than a nuisance we have to deal with (if you have ever spoken with a customer care representative, you know what this means).

A common problem that practitioners trying to bring lean to services encounter is the difficulty to identify “the work” – whereas in manufacturing the product is in front of everyone’s eyes, in service organizations it is often hidden behind paperwork or a computer screen. Once the work is clearly visible, however, the opportunities for improvement are plentiful. To date, we have seen thousands of organizations striving to lean out the service they provide customers: from restaurants chains in the United States and China to a group of bakeries in Barcelona, from call centers to hotels, the application of lean services ideas can have an extraordinary impact on our economies. Especially if we consider that the service industry accounts for more than three-fifths of the global GDP and employs more than one-third of the global workforce.

Lean thinking is naturally a fit for the service industry, because of its focus on constantly delighting customers and on providing them with value-adding products."
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FeaturesApr 2, 2019
Victor Catisse and Robson Gouveia
FEATURE – What a Brazilian bank has learned from its first few steps in adopting hoshin kanri through structured problem solving and people development.

Monozukuri, Hitozukuri, Kotozukuri

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ResearchJan 8, 2019
Michael Ballé, Daryl Powell and Kodo Yokozawa
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.

Where the true strength of an obeya lies

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    string(1553) "This is another new frontier for lean thinking, not because lean efforts in engineering have only begun recently but because it wasn’t until the last few years that a systematic attempt to codify these techniques has been made. These techniques and ideas are loosely brought together under the concept of Lean Product and Process Development (LPPD).

At a time when innovation is the biggest factor behind the success or failure of an organization, finding ways to speed up the development of new products and to ensure these products correspond to actual customer needs is of the utmost importance.

At its core, Lean Product and Process Development aims to create the exact product that people want. And it is clear that developing better products reaching the market faster means profitability into the future. In general terms, lean product development achieves this by creating reusable knowledge that can be used in future iterations of a product and by deployment set-based concurrent engineering (which entails considering sets of designs at once to quickly eliminate inferior solutions, thus shortening development times). It is also useful to integrate the work of engineers with that of the manufacturing department, so that shop floor receives a well-researched, mistake-proof product that is ready for production without the need for extensive and expensive rework.

Interesting contamination exists here with improvement approaches like Lean Startup and Design for Manufacturing."
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FeaturesDec 4, 2018
Régis Medina and Sandrine Olivencia
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.

From kaizen to innovation

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FeaturesNov 1, 2018
Michael Ballé, Furio Clerico & Fabiano Clerico
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. 

Making hoshin work for our lean hotel

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FeaturesOct 25, 2018
Amalia Vidal Vázquez
VIDEO - The director of a hotel in the Canary Islands explains the hoshin efforts taking place in the organization and takes us through the lean strategy deployment boards she uses to track progress and highlight problems.

Bringing agility to Toyota

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InterviewsAug 22, 2018
Nigel Thurlow
INTERVIEW – The Chief of Agile at Toyota Connected tells us about the agility journey of Toyota and explains why the divide between lean thinking and Agile has no reason to exist.

The depth of lean thinking

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FeaturesAug 14, 2018
Michael Ballé
FEATURE – To really embrace lean thinking means to ensure the bureaucratic structures in our organizations enable our people to excel, rather than constrain their creativity.
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Nick Katko explains the benefits of lean accounting

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FeaturesApr 27, 2018
Nick Katko
FEATURE - Without a solid accounting function no transformation can ever succeed. The author explains why lean accounting should be part of your strategy. 
lean strategy Soditel

How this SME made lean its strategy for sustainable growth

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FeaturesApr 23, 2018
Catherine Chabiron
NOTES FROM THE GEMBA – The author visits an SME specializing in the instalment of electrical equipment. Its CEO has learned that integrating lean in their strategy can lead to sustainable growth.