FEATURE – Through kaizen, people can directly participate in the improvement work. But without a manager’s clear responsibility and follow-up, they will left alone with the consequences of the introduced changes.
NOTES FROM THE GEMBA – This French company provides support to the severely disabled, and is currently using lean thinking to limit employee turnover and recruit faster.
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.
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.
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.
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.
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.
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.
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.
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.
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?
