The enablers of our lean transformation
CASE STUDY – The Hospital de Bellvitge in Barcelona is relying heavily on hoshin and Kata to create a working environment based on collaboration and joint problem solving.
lean visual management
Arrows and loops – the evolution of our management system
FEATURE – A senior executive of a Spanish hotel chain shares an example of how the organization’s management system and visual tools have changed over time.
Visuals all around us
FEATURE – Visuals are a natural way in which human beings learn and teach. The author discusses why visual thinking is part of our DNA and the implications this has on our lives at work.
Using lean to discharge patients before 12PM
FEATURE – This nurses-led experiment in Barcelona’s Hospital Clinic is proving successful in getting more patients discharged on time and avoiding surgery cancellations.
Lean eyes don’t lie
FEATURE – Whether improvement efforts are paying off and people are internalizing a lean way of thinking is a constant worry for many leaders. Here’s a trick to gauge how well – or how poorly – things are going in your transformation.
Creating a model primary care unit
CASE STUDY – This primary care unit in Brazil is hoping to become a model for other units in their system. Take note, this is how Lean Thinking can spread across healthcare systems.
Slashing waiting times for cancer care
CASE STUDY – This project in Brazil, part of a city-wide effort to improve patient flows, led to impressive results in the waiting time to access cancer care.
Our hoshin journey
FEATURE – This Siemens Group-owned medium-sized manufacturer of electrical low-voltage devices has been experimenting with hoshin kanri. In this article, they share their experience and lessons learned.
Software vs visual management
FEATURE – We often spend a great deal of time and effort trying to fit our organizations into a box instead of building a box that fits our organization, says Sharon Visser.
Andon squares – 5S in the office
FEATURE – As she gets ready to publish a book on her experience running Halfway Toyota Ngami, the author looks back at one of the best visuals the team implemented during the transformation.
Standard work for leaders
FEATURE – The author reflects on the importance of standardized work in her daily life as a manager and explains why one can’t expect to run a company only using reports.
Deep dive in a lean digital company #4
FEATURE – This month, the author learns how gemba walks happen in a digital environment, where the work and information are typically hidden in computers.
Kamishibai for better conversations at the gemba
FEATURE – How do kamishibai boards work and what sort of benefits can they bring to a lean transformation? The author discusses what he saw on a recent gemba walk.
The synchronization of material flow with demand
FEATURE – Aligning supply flows with demand is crucial to success, but it can be complicated. Lean Thinking can help us identify the strategy and sequence of activities that we need to make it a reality.
An obeya to build and industrialize our IT delivery
FEATURE – In this article we learn how the creation of an Obeya helped an international insurance company boost collaboration among functions and accelerate the delivery of an important IT project.
The power of visual thinking
FEATURE – How does visual thinking practically help an organization? The author discusses three different ways in which it can be used to benefit a business and help it to improve itself.
Start with Kanban
FEATURE – Using an effective example from every-day life, the author discusses why Kanban is the gateway to Lean Thinking – and not just a tool.
Four types of problems, in the management system
FEATURE – A lean management system is necessary to effectively run a business. Can Art Smalley’s four types of problems framework help such a system to focus on what’s really important?