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Isao Kato Interview on Shigeo Shingo’s Influence on TPS
Isao Kato believed that people development cannot be separated from production system development. During his career at Toyota he developed…
Read articleMura, Muri, Muda?
Twenty years ago this month, when my first daughter was born, the young men I supervised in MIT’s International Motor…
Read articlePurpose, Process, People
When evaluating your lean efforts, Jim Womack suggests that you examine your purpose first of all, and then your process…
Read articleFewer Heroes, More Farmers
I recently met with the chief executive of a very large American corporation organized by business units, each self-contained with…
Read articleBest in Healthcare Getting Better with Lean
The Mayo Clinic in Rochester, MN., is famous for the quality of its healthcare, but is using lean concepts to…
View case studyWhat Lean Thinkers Think About The Gold Mine
Questions and comments†from readers to co-author Michael BallÈ about his book The Gold Mine.
Read articleLeaning Healthcare
Healthcare is the next great industry to begin the Lean journey. The existing model in which the hospital doctor acting…
Read articleColumbus Public Schools Use Process Thinking to Improve Academic Achievement
Principals and staff at Columbus, Ohio, schools created current states and future states of a diagnostic testing process in order to identify students'…
Read articleMore Lean Leadership
In the nine years since its founding, LEI has acheived quite a lot. We've produced highly successful series of workbooks…
Read articleChange in Implementation Approach Opens the Door at EMCO to Greater Gains in Less Time
Many lean thinkers ask how they can accelerate the pace of a transformation or spread it to other facilities. EMCO…
View case studyDeveloping Problem Solvers
We traditionally see an organisation as a collection of departments or activities, each managed separately and each separated from the…
Read articleShifting to Value-Stream Managers:a Shop-Floor Revolution Leads to a Revolution in Plant Organization
Two years into a lean transformation, the low-hanging fruit has been plucked and progress has started to slow. Read how…
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