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.
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.