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.
lean visual management
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?
Reimagining restaurants after Covid-19
FEATURE – The future has never looked more uncertain for restaurants and cafes. The authors share a set of practical lean tips that can guide these organizations navigate the storm.
Fighting Covid-19 with lean healthcare
FEATURE - A Lean Global Network team of lean practitioners and coaches shares a set of lean healthcare tips hospitals can apply today to ready themselves for the peak of Covid-19 cases.
The power of lean planning
FEATURE – A Dutch transmission system operator is using Lean Planning – built around the Last Planner System – to better manage its complex infrastructure projects.
Hoshin kanri in a picture
FEATURE – Hoshin is a powerful management practice that aligns the work at different levels to a company’s strategic goals. The author offers a one-page visual summary.
Extracting waste from our process
CASE STUDY – In a Brazilian insurance company, a team worked hard to streamline the revision of dental claims – a great example of Lean Thinking in an administrative process.
Daily management in construction
FEATURE – How lean daily management helped a Brazilian construction company to stabilize production in a tailing dam elevation project.
Practice makes perfect
FEATURE – Much like lean management, attaining perfection in music requires constant practice. The author looks back at his musical past and at a recent Lean Global Network samba gig.
Safari, so good
CASE STUDY – This company in Botswana has embraced lean thinking passionately to build the capacity and ability to deal with higher demand for its converted vehicles. The author tells us about their journey.