Home > Knowledge Center> Search Results: capability development

Search Results: capability development

Sort by:  Relevance | Date
The Hard Work of Making Hard Work Easier
By: Mark Reich | December 11, 2019
Columns
We persevere by struggling to overcome the challenges of hard work, argues Mark Reich. And, he says it is also our responsibility to challenge individuals, to “invoke struggle” so people think about how to change how the company views frontline work. It is our job to ensure that the lead person struggles to change the culture. More »
What Ever Happened to Mura?
By: Ken Eakin | December 6, 2019
Columns
If we really want to dig down into the root causes of waste, we need to bring the two lost Ms of muri and mura back into the basic “Lean 101” curriculum and vocabulary, argues lean thinker Ken Eakin More »
Let Joy Power Your Organization's Flight
By: Richard Sheridan | December 4, 2019
Columns
Joy is a powerful word in life and, as it turns out, in business too, says Rich Sheridan. A company that discovers the relevant principles of organizational flight can also fly to heights and distances that were previously unimaginable. And, in doing so, can experience the business value of joy. More »
From Troubleshooting a Leaky Toilet Flapper to Innovating the Internet, a Comprehensive Problem-Solving Framework
By: Chet Marchwinski and Art Smalley | November 27, 2019
Columns
Arriving at his hotel after midnight, author and business consultant Art Smalley just wanted to get some sleep before his keynote presentation later that day. But Smalley, whose latest book on #lean management is "Four Types of Problems," first had to solve a problem. More »
Why Lean is a Time-based Strategy
By: Orest (Orry) Fiume | November 22, 2019
Columns
Lean is a time-based strategy: it uses time to gain competitive advantage, says Orry Fiume. "Once I understood this I started saying “Time is the currency of lean”.  " More »
Perspectives of a Chief Engineer on Starting and Sustaining Lean Product and Process Development
By: Chet Marchwinski and Steven Shoemaker | November 20, 2019
Columns
Steve Shoemaker, general manager at Caterpillar Inc.  , first applied lean product and process development (LPPD) practices as the chief engineer on a new platform of next-generation hydraulic excavators, overseeing the new product from concept to production. He shared his insights on applying LPPD principles, how to sustain them, and leading teams of engineers with LEI Communications Director Chet Marchwinski at the annual Designing the Future Summit. More »
Frame the Work For Safety and Learning
By: Amy C. Edmondson | November 15, 2019
Columns
The most important skill to master as a leader is that of framing the work, says Harvard Business School Professor Amy Edmondson. Frames consist of assumptions or beliefs that we layer onto reality. All of us frame objects and situations automatically. Great leaders understand this and manage frames intentionally. More »
Ask Art: Why is Takt Time So Important in a Lean Turnaround?
By: Art Byrne | November 13, 2019
Columns
Takt time represents the beat of the customer, or, the rate of demand, says Art Byrne: "As the primary focus of the lean company is delivering more value to its customers than its competitors can, then conformity to their demands in a quick, efficient way is the main driver. Takt time is therefore what sets the tone for everything else.  " More »
How We Improved Our Tiered Daily Huddles
By: Nathan Hurle | November 8, 2019
Columns
At Cleveland Clinic, where he leads a continuous improvement team, Nate Hurle and others have discovered ways to build on success with their tiered daily huddles. More »
Overcoming a Fear Of Failure Culture
By: Andrew Quibell | November 6, 2019
Columns
Managers and teams can overcome the elements of a fear of failure culture, argues Andrew Quibell. His piece illustrates steps to tackle this important challenge. More »
Lean at Heart: Kanban
By: Masia Goodman | November 1, 2019
Columns
The underlying principles of lean can be found everywhere in daily life. In this article Masia Goodman identifies examples of "Better" practices that overlap with known lean principles. More »
How A3 Presentations Help Us Build Teamwork
By: Nicolas Chartier | October 30, 2019
Columns
CEO Nicolas Chartier shares a huge benefit of regular use of A3 among his team: "You realize as a CEO that you’re more useful as organizing conditions for teamwork than being the one who knows everything and decides everything. Teamwork cannot be done without you, knowledge and decision can be done without you.  " More »
Why We Believe that Lean is More Than A Manufacturing Approach
By: Lean Sensei Women | October 25, 2019
Columns
Is Lean thinking a thing of the past from glorious manufacturing times in the late twentieth century? Or, on the other hand, is it possible that Lean is still the best approach today to address ever-more-complex human endeavors? Read the thoughts of these Lean sensei women on the topic. More »
The Power of Inspiration
By: Paige Henry | October 23, 2019
Columns
Lean thinker Paige Henry shares a call to action: let’s get our leaders and people to realize “it’s about the think” to prevent problems happening in the first place, and when they do, that we need to enable them to think of multiple countermeasures rather than going with the solution that “they’ve seen/used a million times before.  ” More »
Want Better Relations and Results from Suppliers? Hear Two Execs Explain the Benefits of "Matched Pair” Leadership
By: Susan DeSandre, Chet Marchwinski and Jim Morgan | October 18, 2019
Columns
New products and service development does not stop at the exterior walls of your company. Outside suppliers play critical roles, but the relationships between companies and suppliers are often akin to cage fighting. That's where the innovative “matched pair” process comes in to dramatically improve relationships as well as business performance. Listen to a matched pair of executives describe the process. More »
How Hoshin Kanri Aligns Your Key Organizational Systems
By: Mark Reich | October 16, 2019
Columns
Think of hoshin (strategy alignment) like the human body, argues Mark Reich: The body needs a strong skeletal structure (hoshin) to hold it together (just like an organization). But a body can’t move effectively if its muscles (continuous improvement) are not kept active and developed as well. More »
Why Doesn't Lean Have a Seat at the Table?
By: Steven Spear | October 11, 2019
Columns
Why hasn’t Lean spread more widely, asks Steven Spear, suggesting that it has not been framed in a way that addresses the strategic concern of managers. Instead it is primarily taught as just tools. And let’s face it, the licensed electricians don’t get a seat at the table. More »
Ask Art: At What Pace Should A Lean Turnaround Be Implemented?”
By: Art Byrne | October 9, 2019
Columns
Changing from a traditional batch, make-the-month culture to a lean value driven culture takes a lot of time and effort, says Art Byrne. The faster you go, the sooner you willsee the enormous benefits of lean. Also, the faster you go the less backsliding you will see and the changes will become permanent. So be bold, go as fast as you can. More »
Smitten Engineers or Love at First Sight of a Solution?
By: Chet Marchwinski and Tyler Schilling | October 4, 2019
Columns
Entrepreneur Tyler Schilling has felt the pain of engineering heartbreak – falling in love early with a solution only to realize later in the project that the idea you are wedded to is fundamentally flawed. The cure for developing an early crush on solutions is set-based design but implementing it takes a change in company culture, as he explains in this candid iterview. More »
Believe in One Thing All the Way
By: Darril Wilburn | October 2, 2019
Columns
Who is a “superhero” in our companies, asks Darril Wilburn in this inspiring piece: Is it the person that can outperform nine others by three times? Or is it the person that can improve a process by 10% and then share that improvement with the 9 other people, and then do it again and again? More »
The Mythical Value Stream Manager
By: Mike Orzen | September 27, 2019
Columns
If you want to make a serious impact in your improvements, consider shifting your focus outward to a value-stream level perspective and find someone who is willing to take on the role of value stream leader, suggest Mike Orzen. More »
Warning: What You Call Kaizen May Really Be Rework
By: Chet Marchwinski and Jim Morgan | September 25, 2019
Columns
If you begin your lean management transformation on the shop floor, you run the risk of having to rework processes and products that should have been much, much better coming out of the development system. So, if you want the best leverage point for a lean transformation, move upstream from production to product development. Jim Morgan, LEI author and Rivian COO explains in this interview. More »
Book Review: The Toyota Engagement Equation by Tracey and Ernie Richardson
By: Tom Ehrenfeld | September 20, 2019
Columns
In their book The Toyota Engagement Equation, authors Tracey and Ernie Richardson don’t hit you over the head telling you what to do or how to think per se; instead they share how they learned what they know, and in so doing, invite you to think along the same lines. More »
Ask Art: What Foundational Items Must I Be A Zealot About?
By: Art Byrne | September 18, 2019
Columns
Be a zealot on the foundational items such as 5S, visual management, and setup reduction, says Art Byrne, and your chances of succeeding with lean will greatly increase. More »
What Is Your Leadership Model?
By: Nicolas Chartier | September 13, 2019
Columns
In this reflection based on his work as CEO Lean is a leadership model: for more than 60 years now it has been developed, analyzed, tested, adapted; largely by Toyota but also by many others, copying, adding, evolving. More »
Towards A More Lean Statement of Purpose
By: Orest (Orry) Fiume | September 11, 2019
Columns
Reflecting on a recent Business Roundtable statement pledging a commitment to all of its stakeholders (and not simply maximizing shareholder value, Orry Fiume reminds us how core Lean values overlap with this new stated mission. More »
I'm Josh Howell, Ask Me Anything
By: Josh Howell | September 6, 2019
Columns
Since becoming LEI’s president a few months ago, Josh Howell has made it a priority to talk with you and visit your workplaces as much as possible. Please join in an Ask-Me-Anything conversation with Josh by sharing questions you have about the lean movement and the business struggles and problems you face. More »
Getting the Right Product Right, and Other Product Development Trends
By: John Drogosz | September 4, 2019
Columns
As a lean product and process development coach John Drogosz, PhD, works closely with companies in a variety of industries that are redesigning development systems to consistently design and deliver a progression of market-leading products and services. He took a time out at the annual Designing the Future Summit to talk about the product development trends he is seeing. More »
Reflections From Ten Years of Michael Ballé's Gemba Coach
By: Tom Ehrenfeld | August 30, 2019
Columns
Since his first Gemba Coach column of ten years ago, Michael Balle has consistently tied his advice to a faithful application of core Toyota Production System (TPS) principles, without demanding a mindless conformity to established practices or to commercialized frameworks, models, or any other packaging of the TPS dynamics as a product. More »
Ask Art: What Do You Mean When You Say Run Your Company On Your Operational Excellence Goals?
By: Art Byrne | August 28, 2019
Columns
The Lean company competes on its operational excellence goals, says Art Byrne. These stretch goals must be aggressive in nature and deployed down to every person in the company so that they all are focusing on hitting these goals every day. More »
Show More »