FEATURE – In this new series, the author taps into LEI Hungary’s experience with lean transformations to highlight the most common mistakes people make when approaching the A3 framework.
FEATURE – Based on her experience at Lean Institute Colombia, the author lists five common mistakes hindering a lean transformation. Take note!
FEATURE - Mental schemas help us to process information, but they often lead us to blindly jump to solutions without understanding the problem. Here, the author explains how Lean Thinking mitigates that risk.
FEATURE – We assume that what holds our transformations back is the lack of high-price resources, but more often than not it is the simplest of items.
FEATURE – The introduction of a new process can be disruptive to an organization’s improvement efforts. But what if the process were designed to be lean from the start?
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.
FEATURE – Hansei is a powerful tool that helps us understand Lean Thinking and advance on our journey. The author shares the lessons he learned from the struggles Halfway Toyota encountered during its years-long transformation.
FEATURE – The author discusses the most common mistakes leaders make during gemba walks and the things they need to keep in mind to make the most of this important management practice.
OPINION – What happens when a senior executive jumps the fence and finds himself having to drive the very same change he was asking others to create?
OPINION – The latest banking scandal had us all wonder whether Wells Fargo has lost its way. But how does a pioneering bank that once had lean at its heart betray its core values so profoundly?
FEATURE – For this new monthly article, we will be asking five lean practitioners the same question and share their answers with you. We started by asking them about their biggest lean mistake.
CALL TO ARMS – Despite the spread of lean principles across the world, only a handful of universities have included the methodology in their programs. This article is a call-to-arms telling us why we have an obligation towards future generations.
WOMACK'S YOKOTEN - Senior leadership must learn to understand the work if they are to move away from the mindless metrics that lead managers to "game" numbers or to shift responsibility on to other departments.
ARTICLE – Standardization is often ignored and misunderstood, but is as critical to a lean transformation as continuous improvement. This piece by our Polish team explains why standard work is not to be neglected.
OPINION – When do our mistake become an ominous sign that we are giving up on our customers and people? Following the salmonella contamination in cereals in Israel, the author reflects on business purpose and the importance of transparency.
FEATURE – Too often we tend to focus on trying to replicate success, rather than analyze failure. Yet, learning from mistakes is a fundamental principle in lean. This account of a transformation gone south offers an insightful critique of lean.
FEATURE ARTICLE – Danish company Solar has applied lean management principles to the rollout of a new ERP system to gradually strengthen the ties between an isolated IT department and the rest of the organization.
WOMACK’S YOKOTEN – On October 10, 1990 the book that introduced lean thinking to the world was published. Twenty-five years after Machine, one of the authors reflects on what the lean movement has achieved and on what is slowing it down.
WOMACK’S YOKOTEN - When managed poorly and tied to the wrong performance metrics, financial rewards can seriously damage your organization, Jim Womack warns in his latest column.
ARTICLE - What is lean? We all like to think that we know. This personal story reminds us all of how elusive the methodology can be, and how determined a practitioner has to be to fully grasp it.
ARTICLE – You need to have a solid and complete process in place if you want your problems to be actually solved, and it is more than just developing an A3 or drawing an Ishikawa.
FEATURE – Is your organization process-oriented or results-oriented? The fourth article of Hazards on the road to lean looks at what happens when you focus on the what, but not on the how.
FEATURE – When we emphasize systems and roles but fail to encourage and support kaizen, we cannot expect to tap into the full potential of Lean Thinking as a cognitive revolution.
FEATURE – Lean provides everyone with a framework to learn continuously and do an ever-better job. Without this understanding, an executive will not be able to steer the organization in the right direction.
THE NAKED GEMBA – Value stream mapping is a fundamental tool in any lean transformation. The author takes us the most common mistakes companies make using it, so that you can avoid the pitfalls.
OPINION – The rise and fall of organizations does not depend on chance or bad luck. It generally stems from a fundamentally flawed strategic approach that fails to define a purpose, alienates workers and ignores customers.
COLUMN – With many of us about to leave for our summer vacations, the importance of planning (a holiday just like a business venture) could not be clearer. But objectives and potential problems should be identified before setting off.
WOMACK'S YOKOTEN – Effective daily management is still hard to achieve for most organizations. But until line managers start tackling problems first hand as they emerge, rather than deferring and delegating them, basic stability will remain a mirage.
ONE QUESTION, FIVE ANSWERS – With this month’s question we try to understand what lean idea or principle our interviewees would have liked to learn sooner or better in their journey. So, heads up… You might be in a similar situation.
FEATURE – What are the immediate signs that tell us that our workplace is not conducive to kaizen? The author draws on his experience as a coach at the gemba to highlight them. Look out for them in your own company!
FEATURE – Repetitive flexible supply is a very effective method to level production scheduling, but as a FMCG company in the Netherlands found out, sometimes a number of conditions must be met before the approach becomes viable.
FEATURE – For the last article of their series, the authors ask themselves the ultimate question: who wins at lean, and who loses? What makes change sustainable? Turns out, it’s all about the fundamentals.
FEATURE – A kaizen suggestion scheme has the ability to unlock the potential of lean change in our organizations, but too often our mistakes kill it before it even has a chance to take off and gain momentum.
FEATURE - In this new series, our Polish colleagues draw on their experience with customers and discuss the most common mistakes people make in their lean implementations.
FEATURE – We can have the best processes in place and the best people on payroll, but if our goals are wrong our drive towards lean management won't be enough. Part 3 of Hazards on the road to lean.
FEATURE – Until “check” and “act” become a natural part of daily work, we will always need formal audits to keep people focused and to sustain results. Here’s a few tips to make them work.
FEATURE – In a transformation, should we spread responsibilities across the business or go for a centralized Lean Office? For their second piece, our Polish colleagues look at what they have learned on the field.
INTERVIEW - In this video interview, René Aernoudts, Michael Ballé and Dan Jones answer a few key questions on what's next for the lean movement.
FEATURE – Most organizations rely on the support of lean consultants to bring their transformations forward, but how can they make the most of their expertise and knowledge?
FEATURE – The fifth article in the series Hazards on the road to lean analyzes the role of quality defects in helping to develop a lean management culture in your organization.
FEATURE - Can a company be considered lean if its improvement efforts result in layoffs? The author answers this frequently asked question drawing from his own experience dealing with organizations.
FEATURE - One big "introduction to lean" course isn't enough to teach people continuous improvement. Training, and therefore learning, must happen on a daily basis. Here's the Ten Commandments of lean training.
