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Using Lean Thinking to Create an “Emergency Management System”
By: Alice Lee | June 23, 2020
Articles; eLetters
The Lynn Community Health Center (LCHC) demonstrates how one organization with scarce resources can respond to a problem as daunting as a global pandemic using the same know-how and thinking -- lean thinking -- they have used to solve many problems over the years.   More »
The Formula for a Successful Management System: LB * OS = MS
By: Jim Morgan | May 31, 2018
Columns
In order to reap the benefits of an effective management system it is important that the operating system and leadership behaviors be aligned and consistent, argues Jim Morgan. More »
Seeing the Work of a Daily Management System
By: Michael Ballé | April 18, 2018
Columns
Daily management systems tap visual elements that expose problems, and also use obeyas as thinking spaces for reflecting on broader challenges, says Michael Balle. More »
Does implementing lean mean creating a lean management system?
By: Michael Ballè | December 19, 2016
Columns; eLetters
Dear Gemba Coach: My understanding is that implementing lean means setting up a lean management system. You seem to disagree. Would you explain? More »
“How ThedaCare Created Its Own Management System”, Follow-Up Q&A
By: Barnas, Kim | June 2, 2014
Articles
Kim Barnas, author of Beyond Heroes: A Lean Management System for Healthcare, answers questions that we couldn't get to during the hour-long webinar on how to create a lean management system at a healthcare organization. More »
Lean Management System
Workshops
This one-day course is an overview of the elements that comprise the Lean Management System and an examination of how they work together to create a system of continuous improvement through collaborative problem solving. More »
People Systems: A Component of the Lean Management System
Workshops
This two day course is a critical examination of the policies, practices, and systems that incent the work force to behave in a predictable manner consistent with desired outcomes. It also deals with methods of realigning those incentives to encourage the behaviors we seek in a Lean thinking organization. More »
Ask Art: Why Should I Convert to a Pull System?
By: Art Byrne | July 21, 2021
Columns
Deliver more value to your customers by converting your business to a pull system and connecting demand directly to your production system, advises Art Byrne. More »
Coach's Corner: Understanding the Value of a Concept Paper
By: John Drogosz | May 12, 2021
Columns
The Concept Paper's integral role at Toyota hones in on the process, encouraging questions and deeper understandings along the way. More »
Two Giants, Two Communities, One Lasting Thing
By: John Shook | February 1, 2021
Columns
In this graceful elegy of the impact of two pioneers who recently passed away, John Shook says: "Ezra and Norm belonged to adjacent communities – one studied Japan, the other promoted enterprise improvement.  Ezra and the many proponents of the Japanese management boom set the table; Norm and his peers opened doors to achieving practical betterment.  " More »
6 Insights on How to Show Respect for People: A Lean Post Roundup
By: Tom Ehrenfeld | January 26, 2021
Columns
Practicing respect in a lean environment requires both a general mindset committed to the practice and constant daily actions grounded in the work. This roundup of recent articles from The Lean Post shares an overview of how lean thinkers translate this ideal into daily work. More »
How Lean is Apple?
By: Tom Ehrenfeld | December 10, 2020
Columns
Apple may not worship at the altar of lean, but a close look at its operations and strategy show clear resonance with established lean principles. More »
CRIISSP: The Lean Route to a Superior Stock Market Valuation
By: Cliff Ransom | December 1, 2020
Columns
Long-term lean thinker and investment guru Cliff Ransom shares a seven-letter acronym, CRIISSP, to help identify the key (and most valued) qualities of superior lean companies over time. More »
The Second P in LPPD: Why the Future is About Lean Product and Process Development
By: Lean Leaper | September 11, 2020
Columns
Jim Womack, speaking at the Designing the Future summit in 2019, describes the thinking behind lean product and process development -- and why it's the future of lean thinking & practice. More »
Jim Womack Shares a Future-Focused Reflection on 'Machine'
By: Roberto Priolo | September 3, 2020
Columns
Jim Womack shares a future-focused, humble reflection of the groundbreaking book he co-authored with Daniel T. Jones and Daniel Roos, The Machine that Changed the World, during its 30 Anniversary. More »
Enduring Lessons from The Birth of Lean
By: Tom Ehrenfeld | August 26, 2020
Columns
Lean was never conceived as a new and comprehensive system designed to replace conventional enterprise. Rather, as shown in The Birth of Lean, it evolved over years, and then decades, to become what we know it as today. More »
Learning to Face Challenges with Agility and Resilience
By: Steven Spear | June 26, 2020
Columns
In this excerpt from his book The High-Velocity Edge, Steven Spear explains how Toyota managed to adapt quickly to a catastrophic fire at one of its suppliers. He emphasizes that the company's internal qualities can benefit all companies seeking to be responsive to today's challenges. More »
Ask Art: What Do You Focus on When Assessing the Potential Gains From Converting to Lean?
By: Art Byrne | April 16, 2020
Columns
Lean veteran Art Byrne shares the key areas to look at for gains to be realized from lean: focus on sales growth as the result of shorter lead times (lean is a time-based growth strategy), margin growth, inventory turns, doubling sales per employee and freeing up 50% or so of your floor space. More »
Standardization Can Set You Free
By: Karen Gaudet | February 21, 2020
Columns
It is only through actually standardizing the routine work elements by applying a common method of thinking, that enables true problem solving and drives innovation. Along the journey to standardizing the work as a leader you are faced to grapple with preconceived notions and urban legends that likely have long caused struggle for your team. 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 »
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 »
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 »
Learning the Social and Technical Aspects of Lean on the Kentucky Lean Leadership Tour
By: Lean Leaper | August 23, 2019
Columns
Why join the upcoming US Learning Tour in Kentucky? This interview between Josh Howell, John Shook and Jamie Bonini discusses why this tour will help people understand the Toyota Production System as an organizational culture of highly engaged people, solving problems or innovating to drive performance. More »
Thoughts on the Birth of Lean
By: Jean Cunningham | July 31, 2019
Columns
There is much to be learned from the history of Lean that applies powerfully today in every aspect of the business. In this summary of key points from The Birth of Lean, LEI Chair Jean Cunningham shares insights from her reading of the book, and invites you to share thoughts as well. More »
Ask Art: Where Will the Biggest Resistance to Lean Come From?
By: Art Byrne | July 17, 2019
Columns
Resistance to Lean will come from every part of your organization, senior management included, says Lean veteran Art Byrne. Knowing where the biggest resistance will come from, however should help you focus your early efforts and smooth your Lean turnaround. More »
What Do Sensei Actually Do?
By: Dan Jones | May 31, 2019
Columns
What do lean sensei do? Take you to the gemba, discuss what the real challenges are, prescribe exercises, teach PDCA, and push you to the next step, argue the authors of the new book The Lean Sensei. More »
The Remarkable Chief Engineer
By: John Shook | May 22, 2019
Columns
How can a system in which "we are all connected and no one is in charge" support purposeful and productive work? Toyota's famed Chief Engineer system has much to offer in this regard. John Shook explores how the leadership styles of, and ways of working by, the CE might provide something of a roadmap for all of us. More »
What Do Managers Do?
By: Matthew Savas | April 10, 2019
Columns
After walking the gemba with sensei Hideshi Yokoi, Matt Savas learned three basic agreements between workers and management, and shared his discovery that a production analysis board is a figurative and literal social contract that binds management and workers together. More »
Ask Art: Why Focus on Why When Doing A Lean Turnaround?
By: Art Byrne | April 8, 2019
Columns
In switching to lean, understanding the WHY is the most important thing, argues Art Byrne. It helps people overcome their traditional beliefs about how something can be done. It is in essence the strategy of the business; removing the waste from your operations in order to deliver more value to the customer. More »
Flaatnes Elektro-Mek Reveals How Double Loop Learning Supports Lean Thinking and Practice
By: Daryl Powell and Eivind Reke | February 11, 2019
Columns
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 »
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