Lean Features

Harish Jose's picture
Harish Jose
Uncertainty is all around us. A lean leader’s main purpose is to develop people so they can tackle uncertainty. There are two ways to tackle uncertainty: One is genchi genbutsu (go and see, or...
Barbara A. Cleary's picture
Barbara A. Cleary
In a rapidly changing business environment, it’s sometimes hard just to keep up with everyday demands—never mind having time to develop new and better approaches to changing requirements, needs, or...
William A. Levinson's picture
William A. Levinson
ISO 9001:2015 clause 4.2—“Understanding the needs and expectations of interested parties” requires the organization to determine the “requirements of these interested parties that are relevant to...
Bruce Hamilton's picture
Bruce Hamilton
A friend and colleague remarked to me that “the lean market has become mature,” implying a depth and breadth of lean understanding in industry that I have rarely seen myself. Standardized work,...
Peter J. Sherman's picture
Peter J. Sherman
As organizations become successful and grow, uncertainty is generally the enemy. Thriving organizations seek to eliminate variation and increase efficiency. They identify best practices and...
Kevin Meyer's picture
Kevin Meyer
As I was researching the remarkable similarities between lean and Zen for my book, The Simple Leader  (Gemba Academy, 2016) one of the most interesting—and meaningful—was the concept of...
Afaq Ahmed's picture
Afaq Ahmed
New technologies have empowered customers to seek out the best products and services at the lowest cost and shortest delivery times. Customers can compare price and delivery information as well as...
Steve Garbrecht's picture
Steve Garbrecht
Here’s a stat that might surprise you—according to LNS Research, 50 percent of manufacturers have implemented or will be implementing cross-functional groups to support their operational excellence...
Harish Jose's picture
Harish Jose
Today I’d like to take a look at a lesson from Taiichi Ohno regarding the pursuit of quality. His comment, “The pursuit of quantity cultivates waste, while the pursuit of quality yields value,”...
Eugene Daniell's picture
Eugene Daniell
Sponsored Content For more than 30 years, Hendrick Motorsports has consistently been one of NASCAR’s most successful teams. In the course of winning a record 11 Sprint Cup Series championships,...
Heinz Schandl's picture
Heinz Schandl
The world is using its natural resources at an ever-increasing rate. Worldwide, annual extraction of primary materials—biomass, fossil fuels, metal ores, and minerals—tripled between 1970 and 2010...
Bruce Hamilton's picture
Bruce Hamilton
Early along, as a student of the Toyota Production System (TPS), now referred to as lean, I struggled with some of the concepts and systems. For example, Shigeo Shingo’s claim that a four-hour...
Annette Franz's picture
Annette Franz
I recently came across the Japanese terms genchi genbutsu and gemba; they’re both key principles of the Toyota Production System, which comprises Toyota’s management philosophy and best practices....
Jason Furness's picture
Jason Furness
For the sake of argument, let’s say you’re aware of an issue that’s holding your enterprise performance back, and you know what to do about it. At that point, there are seven key actions you can...
Kevin Meyer's picture
Kevin Meyer
Few people realize how employee policy manuals, usually given to you on your first day and then mostly forgotten, shape an organization’s culture and thereby its fundamental performance. To...
Gwendolyn Galsworth's picture
Gwendolyn Galsworth
Does lean have a clearly delineated limit? When a company starts out on that path, should it expect an endpoint, a completion, an arrival? Is it a forever commitment, or is it a bounded outcome...
William A. Levinson's picture
William A. Levinson
Masaaki Imai, author of Gemba Kaizen (McGraw-Hill Education, 1997), introduced the concept of the value-adding “bang,” the exact moment at which a process adds value for the customer. He meant the...
Mark Graban's picture
Mark Graban
Given all of the problems that exist in our American healthcare system, it’s encouraging that most healthcare organizations are endorsing or practicing some form of process improvement or...
Harish Jose's picture
Harish Jose
There is a concept in lean known as a “monument.” It refers to a large machine, piece of equipment, or something similar that can’t be changed right away, and so you have to plan your processes...
Bruce Hamilton's picture
Bruce Hamilton
I wrote a piece a little more than five years ago about a variety reduction program (VRP), an amazing but little-known product-design optimization tool. At the time I referred to VRP as an idea...