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.
OPINION – The rise and fall of organizations does not depend on chance or bad luck. It generally stems from a fundamentally flawed strategic approach that fails to define a purpose, alienates workers and ignores customers.
FEATURE – Lean is a people-centric system for learning that acts as an alternative to traditional management and financial capitalism. It represents the best strategy a company can adopt to meet the needs of the future.
FEATURE – Continuously studying the challenges we meet and the responses we devise, lean gives us endless opportunities to learn. The author goes back to basics, reflecting on some core lean premises.