Dear Gemba Coach,
I see that you have a new lean management novel out called Lead With Respect. What's new in it?
We’ve given up on installing a pull system – every time we try, our on time delivery rate plummets, and we can’t let customer service suffer more than it already does. We’re doing a lot of A3 problem solving – isn’t that lean enough?
How do I know if I’m doing PDCA correctly?
I'm a long-time fan of Brasilian futbol (or as some of us call it, soccer). This World Cup, I've been won over by the Mexican team. Why? Coach Miguel Herrera. Why? His passion is infectious. As a fan, I love it.
Coaching, though, isn't just one thing.
I’ve just finished your two novels after your visit to our plant. I have to say we found your visit rather challenging, which I can now put in better context after reading the books and look forward to your next one. The question I’m facing internally however is whether “real” lean needs to be that challenging or is there an easier way to do lean projects without questioning as much what has been done in the past?
Can I use computer screens for visual management or is that a big no-no?
Could you clarify the difference between cause and root cause?
Dear Gemba Coach,
I’m in the process of hiring a Lean Coach for my team and I wondered if there was any one quality I should look out for?
Dear Gemba Coach I am the regional manufacturing VP of a large industrial company. After the latest reorganization, engineering now comes under me. I’ve had good success with lean in manufacturing and want to apply it to engineering. I plan to get engineers to solve production problems faster. Any thoughts?
Why do you lean guys always focus on shop floor processes? The lack of clarity and focus at headquarters is far worse!