Article
Ask Art: What's Wrong with Organizing By Function?
While you might be able to survive and be profitable using a traditional functional structure the fact is that you will be leaving a lot…
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Article
The Remarkable Chief Engineer
Last week I shared this principle quoted from an unexpected source, the U.S. Marine Leadership Manual: "An individual's responsibility for leadership is not dependent on…
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Video
Exploring the Technical and Nontechnical Challenges of Being a Chief Engineer, a Candid Conversation with Two CEs (Part 2)
Chief engineers typically have strong technical skills to effectively lead and manage the work of engineers, designers, and other developers. But perhaps their greatest talent…
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Case Study
Lean Inroads Into Alabama Academia
Despite business’s declared need for graduates experienced with lean concepts, most colleges and universities offer only a lean module or course here and there. But…
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Article
Lean Business-IT Integration, Part Five: Measurement - Finding Our True North
In the fifth article of a five-part series on Lean IT, LEI faculty member Steve Bell addresses measurement. Part One begins with the importance of…
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Students Take the Lead in JPW Fund Internship
A hands-on, gemba-based “lean internship” gives participants broad-based lean management experience backed by professional and academic coaches.
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Article
Don’t Just Do Lean; Be Lean
A lean transformation cannot be just one of 10 elements of your strategy, according to former Wiremold Company CEO Art Byrne, who has led more…
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Leveling to Build Capacity and Flexibility
Dear Gemba Coach: We manufacture a seasonal product and are working on leveling, but are having a tough time. Our peak sales occur in a four-month…
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Ask Art: How Much Time Does It Take to Complete a Lean Transformation?
Though you can never be "finished" with the essential work of creating a continuous improvement culture, here are a few ways to determine whether you're…
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Case Study
Lean Design and Construction Project an Extension of Lean Commitment at Akron Children's Hospital
When the Ambulatory Surgery & Critical Care Tower opens in 2015, it will represent a three-year lean design and construction collaboration among builders, architects, trade…
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Article
Ask Art: Is there a balance between lean and full automation?
As a followup to his piece last month dealing with another aspect of lean and automation, Art Byrne now explores the oft-misunderstood balance between the…
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Article
Can you implement TPS if management doesn’t accept the fundamental values of the Toyota Way?
Dear Gemba Coach: How can we implement the principles of TPS if our management doesn’t accept the fundamental values of the Toyota Way?
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How Can Lean Help Respond to Crises?
Although lean might seem fragile to crises, because of low inventories, it’s quite the opposite, says Michael Balle: Lean thinking is about training to solve…
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Article
Ugly Babies, Silent Enemies and Other Short Stories from a Continuous Improvement Conference
Besides the lessons, challenges, and results that belong to a company’s lean transformation, there are personal journeys as well. Here’s a summary of some we…
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Article
Tesla vs. TPS: Seeking the Soul in the New Machine
While Tesla has excited customers and drawn praise for innovative design and bold thinking, author Jeff Liker believes that it faces tough challenges in its…
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Article
Why Practicing Lean Thinking Matters (Even if Your Bosses Don’t Care)
"If your boss doesn't get [lean thinking], don't expect to convince him/her," writes Michael Ballé. "Do expect to get him/her interested if you manage to…
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Article
LEAN = TPS {KAIZEN + RESPECT}
Dear Gemba Coach: In the webinar, you’ve defined LEAN = KAIZEN + RESPECT. Isn’t it simplistic? Is that all there is to it? What about TPS?
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How do you introduce visual management into a product development facility?
Dear Gemba Coach: What steps do you start with to introduce visual management into a product development facility?
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What do you recommend -- clarify roles and responsibilities first or reengineer the process first and then define R&R?
Dear Gemba Coach: What do you recommend – clarify roles and responsibilities first or reengineer the process first and then define R&R?
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Why implement lean when it fails so often?
Dear Gemba Coach: Is it true that lean often fails? What’s the point then?
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