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Just-in-Time Roundup: Great Lean Reads from Across the Web (Vol. 13)

by Lean Leaper
December 9, 2015

Just-in-Time Roundup: Great Lean Reads from Across the Web (Vol. 13)

by Lean Leaper
December 9, 2015 | Comments (0)

Take a look below for some of our favorite recent lean articles from around the web. Do you have any favorites to share? Leave us a link in a comment!

 

  1. "The Best Offense in College Football is Also the Laziest," by Jonathan Clegg of The Wall Street Journal

    We've all seen or heard about lean being applied in almost every industry from manufacturing to healthcare to software. But have you ever considered lean applicable to sports? Take a look at this article on the Baylor University football team’s unorthodox offensive strategy. We see an element of lean at work (or rather, at play) here – do you?

  2. "Lean process at Cornell Store nets savings by the book," by Nancy Doolittle of the Cornell Chronicle

    Ever since undergoing a lean transformation, Cornell University's Cornell Store has hit a new level of efficiency. "The savings are substantial," writes Nancy Doolittle. "Old shelving units took up a third of warehouse space, standing empty for most of the year; now, that room is used for holding online orders. Rush periods require fewer temporary workers at the warehouse, resulting in an estimated $26,000 in savings annually." And the benefits don't stop there - read more to see what other improvements the store achieved.

  3. "Blog: Hospital learns to be Lean - and more profitable,by Sabriya Rice of ModernHealthcare.com's "Vital Signs" blog

    "Eliminating inefficiencies that reduce patient and staff satisfaction and hurt the bottom line remains a big challenge for hospitals," writes Sabriya Rice. "But one Chicago-based health system says streamlined operating room processes it put in place in one of its hospitals in September are paying off." That health system is Presence Saints Mary and Elizabeth Medical Center. Read this blog and find out the details of the lean initiative that led to these new processes - plus the results that followed.
The views expressed in this post do not necessarily represent the views or policies of The Lean Enterprise Institute.
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