lean visual management

Dramatic lean improvement

array(2) {
  [0]=>
  object(WP_Term)#3909 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3908 (11) {
    ["term_id"]=>
    int(2423)
    ["name"]=>
    string(13) "Lean Services"
    ["slug"]=>
    string(13) "lean-services"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2423)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(43)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesDec 6, 2018

Eivind Reke and Roy Bjerke

FEATURE – How an amusement park in Norway is using lean visual management to support actors during their busy schedule and to give visitors an experience they will never forget.

Where the true strength of an obeya lies

array(2) {
  [0]=>
  object(WP_Term)#3930 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3931 (11) {
    ["term_id"]=>
    int(2427)
    ["name"]=>
    string(24) "Lean Product Development"
    ["slug"]=>
    string(24) "lean-product-development"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2427)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(12)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

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.

How we are creating a lean daily management system

array(2) {
  [0]=>
  object(WP_Term)#3921 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3920 (11) {
    ["term_id"]=>
    int(2423)
    ["name"]=>
    string(13) "Lean Services"
    ["slug"]=>
    string(13) "lean-services"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2423)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(43)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesNov 8, 2018

Amalia Vidal Vasquez

VIDEO – The director of a hotel in Tenerife explains the first steps the team is taking to develop a lean daily management system, and how this connects to the organization's hoshin.

Making hoshin work for our lean hotel

array(2) {
  [0]=>
  object(WP_Term)#3911 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3940 (11) {
    ["term_id"]=>
    int(2423)
    ["name"]=>
    string(13) "Lean Services"
    ["slug"]=>
    string(13) "lean-services"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2423)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(43)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesOct 25, 2018

Amalia Vidal Vasquez

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.

Rising from the ashes thanks to lean thinking

array(2) {
  [0]=>
  object(WP_Term)#3939 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3912 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

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.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(125)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesOct 15, 2018

Eivind Reke

FEATURE – This Norwegian company has come back from the brink of bankruptcy by rallying its people around a common set of values, by leaning out its processes and by involving its leadership team.

Pulling it off

array(3) {
  [0]=>
  object(WP_Term)#3771 (11) {
    ["term_id"]=>
    int(103)
    ["name"]=>
    string(12) "Case studies"
    ["slug"]=>
    string(12) "case-studies"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(103)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(43)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3925 (11) {
    ["term_id"]=>
    int(2419)
    ["name"]=>
    string(18) "Lean Manufacturing"
    ["slug"]=>
    string(18) "lean-manufacturing"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2419)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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.

The superiority of the Toyota Production System is now a recognized fact (Toyota has been profitable every year but one, for half a century), which means that today most manufacturing organizations around the world practice lean manufacturing thinking to some extent. The prevalence of this alternative way of thinking and managing in the manufacturing sector often generates confusion in other industries, in which people’s first reaction to improvement attempts is the now proverbial “We don’t make cars. Lean is a manufacturing thing.”

When applied to manufacturing, lean tools like heijunka, SMED or Kanban cards allow for the optimization of production processes and the systematic elimination of waste (in its three incarnations of muda, muri and mura – respectively, non-value-adding work, overburden and unevenness). These happen by implementing the fundamental lean principles of pull and flow. However, it has now been proved that the principles characterizing lean manufacturing are universally applicable. They work in any sector and they apply to any kind of work – even though at times they require some adjustment."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(30)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#3930 (11) {
    ["term_id"]=>
    int(2424)
    ["name"]=>
    string(15) "Lean Production"
    ["slug"]=>
    string(15) "lean-production"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2424)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1593) "The term “lean production” refers to the set of tools and techniques used to streamline and improve a company’s production system. With its roots in the Toyota Production System, lean production aims to boost productivity while reducing waste. Companies that successfully embrace lean production methods can achieve impressive improvements in their performance. The superiority of a lean production system was first identified by Womack and Jones during their research on Japanese carmakers. Initially, it was believed that lean was only applicable to production, whereas today we know those principles can be applied in any sector.

With more and more organizations (not just manufacturing firms) turning to automation to try and solve every-day problems, lean production offers an approach that gives the operators and their work the dignity they deserve. This idea is best expressed by the concept of the andon, a cord hanging above lean production lines that operators can pull whenever they encounter a problem they can’t solve right way (this is the base of the fundamental lean principles of jidoka, “automation with a human touch”). Lean is clearly an alternative to reckless management that considers people as mere capital.

The main characteristics of a lean production system are the fact the different stages of production happen in a sequence without interruptions (known as flow) and that the pace of production is set by the customers (pull)."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(30)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

Case studiesOct 3, 2018

Aykut Can Yildiz

CASE STUDY – A Turkish producer of gas valves for kitchen appliances has discovered the power of the lean principles of pull and flow, reaching results beyond its imagination.

Lean learning happens across sectors too

array(4) {
  [0]=>
  object(WP_Term)#3929 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3951 (11) {
    ["term_id"]=>
    int(2352)
    ["name"]=>
    string(30) "Instituto de Oncologia do Vale"
    ["slug"]=>
    string(30) "instituto-de-oncologia-do-vale"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2352)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(6)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#3941 (11) {
    ["term_id"]=>
    int(2421)
    ["name"]=>
    string(15) "Lean Healthcare"
    ["slug"]=>
    string(15) "lean-healthcare"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2421)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(65)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [3]=>
  object(WP_Term)#3928 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

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.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(125)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesSep 3, 2018

Stela Maris Coelho and Carlos Frederico Pinto

FEATURE – The power of cross-pollination: learning from a manufacturing company has helped a cancer treatment center in Brazil to thrive in its lean transformation.

A long-term commitment to lean at American Family Insurance

array(3) {
  [0]=>
  object(WP_Term)#3935 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(162)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3954 (11) {
    ["term_id"]=>
    int(2423)
    ["name"]=>
    string(13) "Lean Services"
    ["slug"]=>
    string(13) "lean-services"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2423)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(43)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#3936 (11) {
    ["term_id"]=>
    int(117)
    ["name"]=>
    string(8) "Profiles"
    ["slug"]=>
    string(8) "profiles"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(117)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(149)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

InterviewsJun 21, 2018

Matt Cornwell

INTERVIEW – With a long history of improvement efforts and a commitment to giving divisions the time to really grasp lean thinking, American Family Insurance is laying the foundation for real and lasting change.

Michael Ballé on how a yamazumi chart enables standard work

array(1) {
  [0]=>
  object(WP_Term)#3929 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesJun 19, 2018

Michael Ballé

THE TOOLS CORNER – Standardizing the work is one of the fundamentals of lean thinking, but without a yamazumi chart visualizing it (and helping us to streamline it) this is impossible.

Learn how 365 manages HR and accounting using visual boards

array(4) {
  [0]=>
  object(WP_Term)#3944 (11) {
    ["term_id"]=>
    int(2351)
    ["name"]=>
    string(12) "365 bakeries"
    ["slug"]=>
    string(12) "365-bakeries"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2351)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(7)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3955 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(162)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#3926 (11) {
    ["term_id"]=>
    int(2423)
    ["name"]=>
    string(13) "Lean Services"
    ["slug"]=>
    string(13) "lean-services"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2423)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(43)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [3]=>
  object(WP_Term)#3934 (11) {
    ["term_id"]=>
    int(117)
    ["name"]=>
    string(8) "Profiles"
    ["slug"]=>
    string(8) "profiles"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(117)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(149)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

InterviewsMay 30, 2018

Aleix Sachez Cases & Dolors Albert Casajuana

THE LEAN BAKERY – In the last episode of our video series, we learn how 365 is using an impressive visual management system to manage the accounting and human resources functions.

How the Dutch Special Forces apply lean without realizing it

array(1) {
  [0]=>
  object(WP_Term)#3916 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesMay 23, 2018

Eric Pasman

FEATURE – Teamwork, value stream mapping, 5S, kaizen – a former officer in the Dutch Special Forces reflects on how lean thinking is unconsciously embedded in Special Operations practices.

A single experiment changed how we produce furniture

array(3) {
  [0]=>
  object(WP_Term)#3945 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3936 (11) {
    ["term_id"]=>
    int(2419)
    ["name"]=>
    string(18) "Lean Manufacturing"
    ["slug"]=>
    string(18) "lean-manufacturing"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2419)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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.

The superiority of the Toyota Production System is now a recognized fact (Toyota has been profitable every year but one, for half a century), which means that today most manufacturing organizations around the world practice lean manufacturing thinking to some extent. The prevalence of this alternative way of thinking and managing in the manufacturing sector often generates confusion in other industries, in which people’s first reaction to improvement attempts is the now proverbial “We don’t make cars. Lean is a manufacturing thing.”

When applied to manufacturing, lean tools like heijunka, SMED or Kanban cards allow for the optimization of production processes and the systematic elimination of waste (in its three incarnations of muda, muri and mura – respectively, non-value-adding work, overburden and unevenness). These happen by implementing the fundamental lean principles of pull and flow. However, it has now been proved that the principles characterizing lean manufacturing are universally applicable. They work in any sector and they apply to any kind of work – even though at times they require some adjustment."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(30)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#3981 (11) {
    ["term_id"]=>
    int(2424)
    ["name"]=>
    string(15) "Lean Production"
    ["slug"]=>
    string(15) "lean-production"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2424)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1593) "The term “lean production” refers to the set of tools and techniques used to streamline and improve a company’s production system. With its roots in the Toyota Production System, lean production aims to boost productivity while reducing waste. Companies that successfully embrace lean production methods can achieve impressive improvements in their performance. The superiority of a lean production system was first identified by Womack and Jones during their research on Japanese carmakers. Initially, it was believed that lean was only applicable to production, whereas today we know those principles can be applied in any sector.

With more and more organizations (not just manufacturing firms) turning to automation to try and solve every-day problems, lean production offers an approach that gives the operators and their work the dignity they deserve. This idea is best expressed by the concept of the andon, a cord hanging above lean production lines that operators can pull whenever they encounter a problem they can’t solve right way (this is the base of the fundamental lean principles of jidoka, “automation with a human touch”). Lean is clearly an alternative to reckless management that considers people as mere capital.

The main characteristics of a lean production system are the fact the different stages of production happen in a sequence without interruptions (known as flow) and that the pace of production is set by the customers (pull)."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(30)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesApr 13, 2018

Eivind Reke & Marcin Gaarden

FEATURE – Sometimes all you need to change minds is a successful experiment. This is how a Norwegian furniture manufacturer managed to transform the way it thinks about its sofa production.

Visit the stock-free workshop of our lean bakery

array(4) {
  [0]=>
  object(WP_Term)#3695 (11) {
    ["term_id"]=>
    int(2351)
    ["name"]=>
    string(12) "365 bakeries"
    ["slug"]=>
    string(12) "365-bakeries"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2351)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(7)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3950 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(162)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#3692 (11) {
    ["term_id"]=>
    int(2424)
    ["name"]=>
    string(15) "Lean Production"
    ["slug"]=>
    string(15) "lean-production"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2424)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1593) "The term “lean production” refers to the set of tools and techniques used to streamline and improve a company’s production system. With its roots in the Toyota Production System, lean production aims to boost productivity while reducing waste. Companies that successfully embrace lean production methods can achieve impressive improvements in their performance. The superiority of a lean production system was first identified by Womack and Jones during their research on Japanese carmakers. Initially, it was believed that lean was only applicable to production, whereas today we know those principles can be applied in any sector.

With more and more organizations (not just manufacturing firms) turning to automation to try and solve every-day problems, lean production offers an approach that gives the operators and their work the dignity they deserve. This idea is best expressed by the concept of the andon, a cord hanging above lean production lines that operators can pull whenever they encounter a problem they can’t solve right way (this is the base of the fundamental lean principles of jidoka, “automation with a human touch”). Lean is clearly an alternative to reckless management that considers people as mere capital.

The main characteristics of a lean production system are the fact the different stages of production happen in a sequence without interruptions (known as flow) and that the pace of production is set by the customers (pull)."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(30)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [3]=>
  object(WP_Term)#3927 (11) {
    ["term_id"]=>
    int(117)
    ["name"]=>
    string(8) "Profiles"
    ["slug"]=>
    string(8) "profiles"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(117)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(149)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

InterviewsFeb 12, 2018

Jesus Marquez

THE LEAN BAKERY – In the second video in the series, we visit the stock-free workshop of one of 365's lean bakeries and learn about quality bread, customer focus and making lives easier for bakers.

Visual management in the Finance department of a car dealer

array(2) {
  [0]=>
  object(WP_Term)#3987 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3941 (11) {
    ["term_id"]=>
    int(2349)
    ["name"]=>
    string(7) "Halfway"
    ["slug"]=>
    string(7) "halfway"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2349)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(12)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesFeb 2, 2018

Nizar Sherfodien

VIDEO - Visualization has an important role to play in creating awareness of the problems and highlighting gaps as a key starting point for improvement, and this Finance Manager does it with dedication.

A CEO shows us the Obeya room in his hospital

array(4) {
  [0]=>
  object(WP_Term)#3993 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3990 (11) {
    ["term_id"]=>
    int(2352)
    ["name"]=>
    string(30) "Instituto de Oncologia do Vale"
    ["slug"]=>
    string(30) "instituto-de-oncologia-do-vale"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2352)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(6)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#3985 (11) {
    ["term_id"]=>
    int(2421)
    ["name"]=>
    string(15) "Lean Healthcare"
    ["slug"]=>
    string(15) "lean-healthcare"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2421)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(65)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [3]=>
  object(WP_Term)#3942 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

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.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(125)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesNov 15, 2017

Carlos Frederico Pinto

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.

A video gemba walk to experience visual tools in a hospital

array(2) {
  [0]=>
  object(WP_Term)#3988 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3926 (11) {
    ["term_id"]=>
    int(2421)
    ["name"]=>
    string(15) "Lean Healthcare"
    ["slug"]=>
    string(15) "lean-healthcare"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2421)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(65)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesOct 26, 2017

Laura Friggi Peters de Holanda

VIDEO GEMBA WALK - Last week PL went to Brazil. We joined a doctor at the gemba in one of the hospitals we visited and asked her to show us their visual management system in the ER.

Treating heart attack patients more speedily through lean

array(2) {
  [0]=>
  object(WP_Term)#3647 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3650 (11) {
    ["term_id"]=>
    int(2421)
    ["name"]=>
    string(15) "Lean Healthcare"
    ["slug"]=>
    string(15) "lean-healthcare"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2421)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    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.

Historically, lean healthcare ideas have been applied in large hospitals, but in the past few years we have started to see the philosophy adopted in earnest in many smaller organizations following a do-it-yourself approach that has generated many positive benefits. An impressive example is the Consorci Sanitari del Garraf near Barcelona."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(65)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesSep 14, 2017

Eduardo Novaes, Bruno Battaglia & Flávio Battaglia

FEATURE – Long waiting times are bad for both patients and hospitals, but when we talk about heart attacks reducing them becomes a moral imperative. Here’s how Hospital Aliança in Brazil is doing it.

Lean in a building maintenance and renovation company

array(2) {
  [0]=>
  object(WP_Term)#3644 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2343)
    ["count"]=>
    int(287)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3642 (11) {
    ["term_id"]=>
    int(2422)
    ["name"]=>
    string(17) "Lean Construction"
    ["slug"]=>
    string(17) "lean-construction"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2422)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1440) "The construction industry has a reputation for delays, bad quality and unsafe working conditions. This makes it a prime candidate for the implementation of lean principles and techniques. The idea of 'lean construction' has been around since the early 1990s, when a group of academics in California started to look at opportunities for the application of lean in the sector. One of the results of this early work was the introduction of the Last Planner System to better manage construction sites.

The lean construction movement soon spread to other parts of the world, starting with the UK - where it influenced a number of organizations and large projects, like the construction of St Pancras station in London. Large construction companies quickly took on lean management. Like in other industries, at the beginning the adoption of lean focused heavily on the application of tools, whereas more recently the strategic importance of lean management has been recognized by the industry.

Technology is providing new opportunities for the sector, with 3D and 4D software tools taking the lead. Technological advances, coupled with the adoption of solid improvement practices, like lean construction methodology, in the construction industry, means we can design and build better, safer and lasting buildings - also guaranteeing working infrastructure for our increasingly urban world."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(10)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}

FeaturesAug 9, 2017

Amy Davidson-Oerlemans, Chris Oerlemans & Steven Oerlemans

FEATURE – Visualizing the work, increasing customer focus and changing the way to interact with employees has helped a family-run Dutch building maintenance and renovation firm to transform itself.

Receive Articles in your Inbox

Connect with us

We are also here