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Shifting 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…
View case studyBuild Your “House” of Production on a Stable Foundation
Faced with downtime on key pieces of sophisticated equipment in a machine-intensive environment, Delphi's Plant 1 launched a successful improvement…
View case studyWhy Toyota Won
In an op-ed opinion piece in The Wall Street Journal, James P. Womack, founder and chairman of the Lean Enterprise…
Read articleA Tale of Two Business Systems
In the fall of 1990, The Machine That Changed the World forecast that 1991 or 1992 would be the moment…
Read articleBreaking Through To Flow
The other day I began a speech to a leading supplier of medical devices by congratulating them on the absolutely…
Read articleJust in Time, Just in Case, and Just Plain Wrong
Jim Womack responds the the January 12th Wall Street Journal headline “Just-In-Time Inventories Make U.S. Vulnerable to a Pandemic”
Read articleLean Lessons for 2006
This is the year when Toyota will almost certainly overtake General Motors to become number one in the global car…
Read articleMr. Ford’s Wrong Turn
In an op-ed piece in The Washington Post, James P. Womack, founder and chairman of the Lean Enterprise Institute, responds…
Read articleProcess Leadership
I first heard the term Kaikaku over ten years ago when travelling with a Toyota Sensei around Japan, while researching…
Read articleThe Big Opportunity
I started studying manufacturing performance††26 years ago this fall. We set out at MIT to perform the most exhaustive and…
Read articleNecessary But Not Sufficient
One of the hardest things in my line of work is seeing a company make enormous strides in getting lean…
Read articleCompeting with China
There are two sea changes going on in the world economy. The first is the rise of the “low cost”…
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