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.
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.
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.
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.
FEATURE - Without a solid accounting function no transformation can ever succeed. The author explains why lean accounting should be part of your strategy.
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.
FEATURE – CEOs need to see people as assets and transform their companies’ product development systems if they are to tap into the full potential of a lean strategy.
INTERVIEW – This year’s UK Lean Summit promises to be the greatest yet. The icing on the cake? A gemba walk with Dan Jones and Jim Womack. Here we learn how the event is organized.
FEATURE – Lean has now been around for quite some time, and its impact on business world is hard to dispute. But what does it tell us about traditional management practices?
FEATURE – Using the Japanese tradition of daruma dolls as an example, the author explains how to turn continuous improvement into concrete challenges – and, from that, real competitive advantage.
VIDEO - The CEO of a cancer center in Brazil gives us a tour of the their obeya room, taking us through their strategy deployment and explaining how it supports their mission of reducing the burden of cancer.
FEATURE – Because each lean transformation is unique, we can't expect an off-the-shelf solution to work. The author discusses multi-dimensional transformations and how we can be flexible but also structured.
FEATURE – Do CEOs see lean as a strategy? The author – himself a CEO for many years – debunks the misconceptions often preventing senior leaders from doing so.