Harada-san and the steps to better Jidoka
FEATURE – In the first piece of a series on Takehiko Harada’s contribution to TPS, the authors discuss the Nagara Switch and how it helps to achieve better Jidoka.
Respect for people
The depth of lean thinking
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.
What influences our ability to sustain change?
WOMACK’S YOKOTEN – The author visits a company that has sustained lean for a decade. In trying to understand how they did it, he finds how fundamentally the management system has changed.
Building applications that really support the daily work
FEATURE – Technology should help people in their work, and it is with this in mind that the general manager of this car preparation center decided to learn to develop Apps.
Michael Ballé on how to really build trust in a lean company
FEATURE – In this interesting piece, the author explains why living up to the ideal of mutual trust is hard, and how lean tools can help us build a workplace based on respect.
What this leader has learned in 40 years at Toyota Australia
PROFILE – What does one learn from working for Toyota over 40 years? This Australian leader has developed a unique holistic view, and a strong set of technical and social skills.
Jim Womack on what makes for a good lean employer
WOMACK’S YOKOTEN – What does a lean employer look like? In this month’s column, the author reflects on the long-term commitment to employees a company engaged in lean thinking should make.
Mainstream management after decades of lean
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?