CASE STUDY – This Brazilian agrobusiness has developed a unique and clever management system that puts people at the heart of the work.
FEATURE – A bad management system generates distortions that represent the root cause of many of the problems experienced by organizations.
FEATURE – To get the results we want from a system, or prevent it from generating undesirable events, we need to understand how it works and behaves in the real world. That’s exactly what Jidoka does.
FEATURE – Dreamplace Hotels in Tenerife have been on an improvement journey for several years, but only recently did they find a way to truly become a learning organization: lean thinking.
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.
WOMACK’S YOKOTEN – The author looks at hoshin planning, A3 thinking and daily management as the three key elements of a lean management system, and highlights the related behaviors that will allow lean to thrive.
CASE STUDY – The whole of Helsinki’s hospital district is leaning out, with incredible results. It isn’t every day that we come across – let alone have the opportunity to observe – a lean transformation in such a large healthcare organization.
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.
FEATURE – Whether or not a lean transformation succeeds largely depends on management behaviors. This assessment tools helps you understand what leadership traits you need to develop to achieve your goals.
FEATURE – The difficulty of sustaining results often stems from our inability to monitor the KPIs that truly matter and to focus on business priorities. The author suggests a hands-on approach to strategy deployment.
WOMACK’S YOKOTEN – The author discusses the benefits that the many family businesses making up our economies can harness from embracing lean management.
INTERVIEW – The CEO of a Scottish health board takes us through the organization’s long lean journey, reminding us that allowing people to take the initiative often leads to the most impressive discoveries.
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.
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.
INTERVIEW – By making lean its way of thinking and acting, a hospital in Porto Alegre, Brazil was able to dramatically improve patient flow and transform its culture.
