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The Lean Post
Dear Gemba Coach, I’m tired of hearing I should manage as if I had no
power. Surely power is the most effective way of getting things done,
isn’t it? More »
Dear Gemba Coach, I’m tired of hearing I should manage as if I had no
power. Surely power is the most effective way of getting things done,
isn’t it? More »
Four minutes, well focused, can be a long time, notes Jean Cunningham. Without competing distractions, many words can be spoken, absorption of new info happens, and a good deal can be accomplished. We found we actually got more done by getting clear on our focus and our timeframe. More »
On this Valentine's Day, GBMP President Bruce Hamilton laments this year's lack of Sweetheart Candies, reflecting that, "NECCO, like General Motors had failed to understand what Shigeo Shingo called 'the most basic concept in the Toyota Production System,' the cost subtraction principle. More »
Mike Orzen had lean management down cold – or so he thought. After all, he makes a living teaching it to managers and executives. But when he personally used a lean tool such as an A3 report, he’d catch himself distractedly going through the steps then jumping ahead to a preconceived countermeasure. Watch his candid account of what he did to refocus his mind when applying lean principles. More »
Every experience is a learning experience. However, we tend to only experience single-loop learning where we reaffirm what we already think is true. Lean gives us a framework to challenge our beliefs and assumptions and create double-loop learning situations through concrete experiments, and often real-time feedback from the real world. More »
My sensei has gone crazy; he’s talking to parts. Everyone is looking at
him funny on the shop floor. What should I do? More »
My sensei has gone crazy; he’s talking to parts. Everyone is looking at
him funny on the shop floor. What should I do? More »
Becoming lean through using kaizen activity allows you to remove a great deal of waste and deliver value to your customers, shares Art Byrne. If you do the right things with the excess resources you free up, you can then leverage your gains far more dramatically. Don’t waste the gains. More »
Jeff Liker asks of Tesla: What if it took Toyota’s help seriously in learning basic manufacturing before undertaking disruptive technology change? What if Tesla built in quality and did not have to rebuild most Model 3s to get quality right? What if Tesla took manufacturing and logistics seriously and was as good at execution as it was at product ideation? More »
"Whether it’s safety, quality, production system, to me it just makes sense for us to contribute to the improvement of the whole industry," says Turner Construction SVP Charlie Murphy. "If we can develop a lean culture here at Turner and move from workarounds to resolving the right problems as they occur, we will become a better company and the industry will have to get better, too." More »
Engaging the employees at all levels with a clear and realistic understanding of how they inspire, drive and support getting people involved in meaningful work is the best way to show respect, argues lean coach Crystal Davis. More »
Dear Gemba Coach, My experience is that if you want to get anything
done you have to ask very specifically and follow up thoroughly. Now,
lean guys tell me I should ask questions… More »
Dear Gemba Coach, My experience is that if you want to get anything
done you have to ask very specifically and follow up thoroughly. Now,
lean guys tell me I should ask questions… More »
Calling the recent book Lean Conversations a landmark initiative on lean and the arts, John Shook observes that "If Jean Cocteau’s famous observation that 'art is science made clear' has meaning, we can all benefit from further exploration of the relationship between lean thinking and art & science." More »
Alan Mulally is a brilliant engineer who led historic transformations as CEO of Boeing Commercial and then Ford Motor Company. But just as important as what he accomplished, is how he accomplished it. His people first, inclusive approach to leadership not only created great products and successful companies, but also created an organization people wanted to be a part of. More »
Our trainers conditioned us to water the seed of experience and use it not just to fire-fight but rather be more predictive and value add with our time and how we taught others. We encourage each person to learn to trust their intuition enough to see through the process each day to ensure the purpose and accountability for standards and why we have them is known and bought into, not just a suggestion to do. More »
Dear Gemba Coach, How can we implement the principles of TPS if our
management doesn’t accept the fundamental values of the Toyota Way? More »
Dear Gemba Coach, How can we implement the principles of TPS if our
management doesn’t accept the fundamental values of the Toyota Way? More »
Lean practice is no joke, argues Brent Wahba. And yet he draws lessons from great comedy to help address this key challenge: What is your organization doing to keep lean easy to understand and simple to implement? More »
When coaching there is no black and white answer – everything depends on the criticality of the business situation, the level of the challenge, and the capability of the Team Member, says Mark Reich. This article shares his experience in challenging someone to learn at the gemba. More »
Dear Gemba Coach, I understand now there is “real lean” and “fake
lean.” I suspect my company has been practicing fake lean all these
years. If I wanted to learn real lean, where… More »
Dear Gemba Coach, I understand now there is “real lean” and “fake
lean.” I suspect my company has been practicing fake lean all these
years. If I wanted to learn real lean, where… More »
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