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Dear Gemba Coach,  As a lean coach, how can I help middle-managers who are faced with contradictory instructions from top management? More »
Dear Gemba Coach,  As a lean coach, how can I help middle-managers who are faced with contradictory instructions from top management? More »
All Lean Is Local
All Lean Is Local
When I think about the idea of “all Lean is local,” I think about the fundamental entry point question for any Lean thinker in any situation, which is: “what's the problem to solve here? What's the problem to solve now?” More »
A purpose-driven culture is hard to build, says CEO Rich Sheridan of Menlo Innovations. It takes time. You will suffer setbacks, you will be mocked until everyone says what you do is just obvious, and some people will expect immediate results while you are rebuilding the airplane you’re flying in. Remember that you’re doing it for the right reasons. And it will result in joy. More »
VSM and Toyota Kata
Give us 20 years and we'll learn a lot! This month's Kata SlideShare features perspectives from Mike Rother and Jeff Liker on the 20th Anniversary of the 'Learning to See' book.… More »
VSM and Toyota Kata
Give us 20 years and we'll learn a lot! This month's Kata SlideShare features perspectives from Mike Rother and Jeff Liker on the 20th Anniversary of the 'Learning to See' book.… More »
The Gift of Yokoten
In this article originally published in Planet Lean, after a visit to Goshen, Indiana, Jim Womack shared thoughts on the gift of lean thinking and the obligation that individuals learning this way of thinking feel about sharing what they've learned with others. More »
As someone who is new to lean, is there something I’m not being told?
Dear Gemba Coach, I’m new to lean, and I find it fascinating. Is there something I’m not being told? Is there an elephant in the room I should be aware of in my exploration of… More »
As someone who is new to lean, is there something I’m not being told?
Dear Gemba Coach, I’m new to lean, and I find it fascinating. Is there something I’m not being told? Is there an elephant in the room I should be aware of in my exploration of… More »
The Ingredients of Lean
The Ingredients of Lean
Lean practitioner Steve Brenneman finds shared values in his Mennonite faith and his lean practice: a strong set of values like community over individual, thriftiness over sloppiness, doing more with less, honing of skills through seeking out the knowledge of others. He shares illustrations of this in both classic Mennonite cookbooks and TWI instructions. More »
What Do Managers Do?
What Do Managers Do?
After walking the gemba with sensei Hideshi Yokoi, Matt Savas learned three basic agreements between workers and management, and shared his discovery that a production analysis board is a figurative and literal social contract that binds management and workers together. More »
In switching to lean, understanding the WHY is the most important thing, argues Art Byrne. It helps people overcome their traditional beliefs about how something can be done. It is in essence the strategy of the business; removing the waste from your operations in order to deliver more value to the customer. More »
Dear Gemba Coach,  I manage a plant that makes highly engineered, low-volume products. What do I have to do differently from the high-volume guys to implement lean management… More »
Dear Gemba Coach,  I manage a plant that makes highly engineered, low-volume products. What do I have to do differently from the high-volume guys to implement lean management… More »
Lean Is A Product-Driven Strategy
Lean Is A Product-Driven Strategy
What is at the core of lean? Michael Balle argues, in terms of our best known example: "Toyota is not an efficiency-driven company. It’s a product-driven company." More »
In this three part series on SW, John Shook argues that "the Toyota Way is a socio-technical system on steroids. A test for all our lean systems is the question of how well we integrate people with process (the social with the technical). Nowhere does that come together more than in the form of standardized work and kaizen." More »
If lean is valid in all situations doesn't that make it an ideology?
Dear Gemba Coach,  Is lean really valid in all situations? That sounds like ideology to me! More »
If lean is valid in all situations doesn't that make it an ideology?
Dear Gemba Coach,  Is lean really valid in all situations? That sounds like ideology to me! More »
"But TPS Doesn't Apply to Us...."
"But TPS Doesn't Apply to Us...."
Yes, cars are not weaving looms. Patients are not cars, either. Airplanes are not cars. Electric vehicles are not the same as internal-combustion engine vehicles. We can play that “one of these things is not like the other” game all day long. A better use of time, perhaps, is to think about how TPS concepts and high-level Lean management principles can be adapted to your own setting, argues Mark Graban. More »
Dear Gemba Coach,  How do I practice lean consistently when I don't feel a strong attachment to my team? We do "knowledge work" and are rarely together in the same… More »
Dear Gemba Coach,  How do I practice lean consistently when I don't feel a strong attachment to my team? We do "knowledge work" and are rarely together in the same… More »
Toyota’s Kanban legacy—and its underlying ideas—have far more direct lineage with today’s digital economy than most folks realize; and capture the core elements of the disruptive lean strategy fueling many of today’s successes. More »
Designed In Quality
Designed In Quality
Extraordinary quality is not only designed into the product, it is designed into the development process itself, says Jim Morgan, who suggests that the next time you might be tempted to minimize Toyota’s quality performance, you will think about how Toyota’s principles and practices might help you design-in better quality in your products and processes. More »
Continuous improvement in a manufacturing environment has to happen at the spot where the work took place, shares Dave Westphal, whose mentor, Mr. Harada, once said: “No improvement can be made in the office...One must go to the job to see what is really happening—to see, to touch, and to investigate the problem first hand.” More »