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The Lean Post
Sometimes well-intentioned lean activities like asking for suggestions can backfire; Cheryl Jekiel shares specific ways to prevent mishandling ideas from your people. More »
Dear Gemba Coach, Our teams have good results with kaizen, but nothing
seems to stick for long – any advice? More »
Dear Gemba Coach, Our teams have good results with kaizen, but nothing
seems to stick for long – any advice? More »
After three years of working with learning partner companies, LEI’s Lean Product and Process Development group observed that the companies most successful in starting and sustaining lean principles in product development all had one thing in common – an effective steering team. Program Manager Eric Ethington reports on four foundational elements your steering team must have. More »
Some lean folks LOVE to quote the Taiichi Ohno observation that “there is no kaizen without standards," notes John Shook, adding that it is less noted but equally true that “there is no maintenance of standards without kaizen.” More »
Lean requires teamwork, and so getting your senior management team on board requires a great deal of work, including new mindsets, exposure to lean practice, and shifts in everything from how sales are conducted to how team leaders lead at the gemba, says Art Byrne. More »
Dear Gemba Coach, How can I make sure my teams do kaizen the right way? More »
Dear Gemba Coach, How can I make sure my teams do kaizen the right way? More »
A lean approach to coaching is incomplete if nothing has changed for the better, says Josh Howell, who shares how he learned that it is not enough to only think, talk, write, and draw. Best to conclude each day by asking yourself, "What did I transform today?" More »
The executive chef at Legal Sea Foods explains how the restaurants are cutting lead times from fishing boat to your belly. More »
In this excerpt from the new book Designing the Future, authors Jim Morgan and Jeff Liker share the case study of TechnipFMC's work on a new seafloor production system that realized tremendous gains through applying LPPD principles More »
Because of the enormous “shadow” it casts over the entire enterprise for years, product development literally designs the future of companies, employees, customers, and suppliers. In this Q&A, product development expert Jim Morgan, co-author of Designing the Future, describes a fundamentally different – and much better – way to develop new products and services. More »
Dear Gemba Coach,How do you apply takt time in fields like services
where customer demand is not known? More »
Dear Gemba Coach,How do you apply takt time in fields like services
where customer demand is not known? More »
Self-professed "lean geek" Katie Anderson has eaten several meals at Kura Sushi restaurants and shares her observations on what she sees as lean principles at play More »
Understanding what customers value requires more than a marketing approach, says Dave Pericak, explaining how he learned about customer value from the Mustang owners who More »
In his review of the new book Designing The Future, Michael Ballé points
out that it “makes clear the central lean concept in product
development: distinguishing what is fixed and… More »
In his review of the new book Designing The Future, Michael Ballé points
out that it “makes clear the central lean concept in product
development: distinguishing what is fixed and… More »
Forget frameworks, processes, rote step methods. Read this book and think back to the “Why?” before the “What?” and “How?”: companies live or die on whether their products and services better help customers to do whatever they want to get done, at a better value-for-money deal. More »
As Thanksgiving approaches, Tom Richert notes that powering the TPS scientific mindset is a great deal of emotional energy. At this time of year, he reminds us of Sakichi Toyoda's precept: Be reverent, and show gratitude for things great and small in thought and deed. More »
Take a minute or two think about the problems you see everyday at your work. It can be quite daunting when you think about everything that needs attention. But knowing what type of problem you are dealing with makes countermeasures much easier to figure out.
What problems do you see most? More »
A visit to the Grohmann Museum helped remind Jean Cunningham that when done correctly and consistently, lean starts to reconnect people to work and work to people. Using lean principles and tools helps recreate worker ownership of the work, connection to the customer need, and value creation. More »
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