Dear Gemba Coach,
I keep reading about lean engineering and lean design. Is there lean manufacturing engineering?
My CEO would like to install a lean culture in our company and has asked me to specify a few basic lean values we need to implement. Where should I start?
How do I calculate re-sizing supermarkets when demand changes or to keep pace with seasonality?
Dear Gemba Coach,
I hear that lean is about less fighting fires and more problem solving but I am unsure of how one differs from the other?
Lean product development guys tout the gospel of product focus as core to lean success. No argument from me. But ... how, if the customers are famously wrong about what they really want, do we focus on the product and still give them what they really need? It feels like we're running on two different tracks.
Why, in your experience, after all these years of preaching lean, is it still so hard to convince executives to adopt the lean spirit?
Can a pull system with zero stock make the company more fragile?
Can you be more specific about “respect” in lean? The term is being used in our company but I fear it sounds just like “motivation,” “every one has to be a leader” and the rest of management speak.
We have a lot of machining operations in our process, and we carry inventory. What is the best way to show employees the value of reducing inventory—and how this relates to the need for continuous improvement? Our employees believe that some level of inventory is necessary to keep parts flowing, and that they’re already good at what they do, so there is no need to aim for better.
Should I use an A3 report to kick off a problem? I encourage my managers to tell me about their problems on the shop floor. They always pull something out of the air and say ‘lets work on this...’ What I would really like is for them to create some kind of A3 report that explains why this problem is happening. Any advice?