Question of the moment
Craig Kennedy: Why is there such resistance to creating learning organizations?
The question then, unresolved for me as a leader in an industrial American
company is "given all this evidence for learners, improvement, learning
organizations and strong cultures formed through these patterns, why is
there such resistance and such a dearth of it in America? In essence, why
are we letting our future deteriorate without doing anything about it?"
Posted on April 9, 2012
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Art Smalley: Performance Organizations
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Wednesday, April 11, 2012
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Sammy Obara: PDCA is the missing element
By Samuel Obara, Co-author of 'Toyota by Toyota: Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry'
- Last updated: Tuesday, April 10, 2012
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Michael Ballé: Where is the blueprint for a manager who wants to create a learning organization?
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Monday, April 9, 2012
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Jeff Liker: We look at single variable explanations in isolation to get us the quick fix
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Monday, April 9, 2012
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Pascal Dennis: Our business & professional schools teach us to think in a way inimical to learning
By Pascal Dennis, Author of Getting The Right Things Done, Lean Production Simplified, and Andy & Me
- Last updated: Monday, April 9, 2012
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Craig Kennedy: Why is there such resistance to creating learning organizations?
By Craig Kennedy, Vice President, North American Operations at Merck Manufacturing
Division
- Last updated: Monday, April 9, 2012
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The question then, unresolved for me as a leader in an industrial American
company is "given all this evidence for learners, improvement, learning
organizations and strong cultures formed through these patterns, why is
there such resistance and such a dearth of it in America? In essence, why
are we letting our future deteriorate without doing anything about it?" |
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Sammy Obara: A good leader will show the way, a lean leader will have the follower find it
By Samuel Obara, Co-author of 'Toyota by Toyota: Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry'
- Last updated: Thursday, March 29, 2012
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Dan Markovitz: A lean leader achieves objectives by developing workers’ capabilities to deliver those results
By Daniel Markovitz, Author of “A Factory of One"
- Last updated: Wednesday, March 28, 2012
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Peter Handlinger: To fully and deeply commit to the PDCA cycle, all day, every day
By Peter Handlinger, Co-author of "The One Page Report...Of Course"
- Last updated: Sunday, March 25, 2012
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Michael Ballé: Lean leaders make people before they make parts
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Wednesday, March 14, 2012
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Mike Rother: Toyota Teaches its Leaders
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Sunday, March 11, 2012
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Art Smalley: Sorry, no buzz word
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Tuesday, March 6, 2012
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Jean Cunningham: A lean leader celebrates disclosing problems and other people’s abilities to solve them
By Jean Cunningham, Co-author of 'Real Numbers' and 'Easier, Simpler, Faster'
- Last updated: Saturday, March 3, 2012
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Jim Huntzinger: Lean leaders spend the time developing the people with different knowledge, wisdom and experience to change and evolve the system and culture of the organization
By Jim Huntzinger, Author of 'Lean Cost Management: Accounting for Lean by Establishing Flow'
- Last updated: Saturday, March 3, 2012
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Jeff Liker: A Lean Leader strengthens the business by developing people through coaching process improvement at the gemba
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Saturday, March 3, 2012
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Jan van Ginkel: What distinguishes a Lean leader from a very good, Traditional Leader, in behaviour and results, in one, clear statement?
By Jan van Ginkel, Director Value Stream Management & Supply Chain Development at Sara Lee CoffeeTeaCo
- Last updated: Saturday, March 3, 2012
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What distinguishes a Lean leader from a very good, Traditional Leader, in behaviour and results, in one, clear statement? |
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Art Smalley: Satisfy the Customer in the Long Run for Sales and Profits
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Sunday, February 26, 2012
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Dan Jones: Never Waste a Good Crisis
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Friday, February 24, 2012
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Michael Ballé: Takt time is a thinking device to combine flexibility and productivity
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Thursday, February 23, 2012
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Michel Baudin: Use heijunka, don’t reduce takt time
By Michel Baudin, Author of 'Lean Assembly', 'Lean Logistics' and 'Working with Machines'
- Last updated: Saturday, February 11, 2012
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Mike Rother: What’s Your Strive Vector?
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Tuesday, February 7, 2012
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Jeff Liker: You must balance the principle of “build to takt” with the principle of “heijunka,” and the principle of “respect for people.”
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Tuesday, February 7, 2012
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Jean-Baptiste Bouthillon: how to follow Takt with falling sales?
By Jean-Baptiste Bouthillon, PDG de PO Construction
- Last updated: Tuesday, February 7, 2012
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We have all learned that overproduction is muda, and that production must follow the takt of customer demand.
Is there a lean way of dealing with falling sales ? Should we just adjust production to customer takt time or stabilize sales by giving rebates ?
Is it important to level sales and give some stability to production or should we just adjust the production takt time ? |
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Art Smalley: Evaluating Executive Performance
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Tuesday, January 24, 2012
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Dan Jones: Assess along purpose (results), process (means), people (learning) framework of a lean management system
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Sunday, January 22, 2012
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Michael Ballé: Evaluate efforts to improve performance indicators and develop self-competencies
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Saturday, December 17, 2011
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Jeff Liker: What are they trying to achieve, what is the process to get there, what concrete actions are they taking
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Saturday, December 17, 2011
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Eric Buehrens: What is the right lean way to evaluate executive performance?
By Eric Buehrens, Chief Operating Officer, Harvard Medical School, Beth Israel Deaconess Medical Center, Boston, USA
- Last updated: Friday, December 16, 2011
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What is the right lean way to evaluate executive performance? |
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Dan Jones: How can lean survive
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Tuesday, November 29, 2011
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Michael Ballé: Lean is a CEO practice to improve performance
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Wednesday, November 23, 2011
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Pascal Dennis: How do we continue to learn after current leaders move on?
By Pascal Dennis, Author of Getting The Right Things Done, Lean Production Simplified, and Andy & Me
- Last updated: Thursday, November 10, 2011
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Preparing for the inevitable change in leadership
By Jamie Flinchbaugh, Co-Author of The Hitchhiker's Guide To Lean and co-founder of the Lean Learning Center
- Last updated: Sunday, November 6, 2011
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Jeff Liker: Developing the next generation of leaders
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Wednesday, November 2, 2011
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Steve Spear: How do you select the next CEO for continuity in excellence?
By Steven Spear, Author of 'The High-Velocity Edge' and 'Chasing the Rabbit'
- Last updated: Wednesday, November 2, 2011
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Pierre Vareille: How can lean survive a change in top management?
By Pierre Vareille, Chairman and CEO of FCI
- Last updated: Wednesday, November 2, 2011
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As we all know, Lean depends upon full support and real engagement from top management. However, this involvement cannot last forever, whereas Lean is a long multi-year or -decade journey. So the one-million-dollar question is: how can we make Lean survive a change in top management? |
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Art Smalley: Toyota’s True North Concept
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Tuesday, November 1, 2011
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Michael Ballé: True North is key because building capability feels like failure on the spot
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Monday, October 31, 2011
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Mike Rother: A Vision is Necessary, but Not Enough
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Sunday, October 9, 2011
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True North: Find the gap to the ideal state to stretch yourself
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Sunday, October 9, 2011
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Pascal Dennis: Success is the ennemy of future success
By Pascal Dennis, Author of Getting The Right Things Done, Lean Production Simplified, and Andy & Me
- Last updated: Friday, September 23, 2011
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Steve Spear: The True North “Ideal”: A source of tension for continuous improvement
By Steven Spear, Author of 'The High-Velocity Edge' and 'Chasing the Rabbit'
- Last updated: Wednesday, September 21, 2011
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The Lean Edge: What is True North?
By The Lean Edge,
- Last updated: Wednesday, September 21, 2011
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"What would you say is the role of True North in Lean Thinking? How do can we define the concept, and it what way does it contribute to lean results? Can lean be done without True North?" |
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Dan Jones: Lean and Operational Excellence
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Tuesday, September 13, 2011
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Jeff Liker: Lean provides the “hows” to the pursuit of perfection
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Sunday, September 11, 2011
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Michael Ballé: Lean is unique, lean is different
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Thursday, July 21, 2011
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Mike Rother: Lean Can Be a Great Integrator
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Thursday, July 21, 2011
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Pascal Dennis: Excellence books hit the spot but miss the gemba
By Pascal Dennis, Author of Getting The Right Things Done, Lean Production Simplified, and Andy & Me
- Last updated: Monday, July 11, 2011
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Mark Graban:”What has been will be again, what has been done will be done again; there is nothing new under the sun.” Ecclesiastes 1:9
By Mark Graban, Author of the 'Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction,' winner of the Shingo Prize in 2009. Creator of leanblog.org, and Senior Fellow at the Lean Enterprise Institute. On twitter as @leanblog.
- Last updated: Friday, July 8, 2011
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The Lean Edge: Did the writers of books about excellence and what makes great organizations get it right to begin with and does lean add anything new?
By The Lean Edge,
- Last updated: Friday, July 8, 2011
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Did the writers of books about excellence and what makes great organizations get it right to begin with and does lean add anything new?
many great management books such as The Fifth Discipline or Good To Great say things that are quite similar to general positions in the lean movement. So what would be specific to lean that contributes to performance improvement
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Jeff Liker: Dispel the myth of “lean will not work here”
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Friday, July 8, 2011
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Dave Brunt: What are the most difficult industries and activities to introduce lean to and why? In your experience, where have you found lean most difficult to introduce? What specific barriers have you come across? How have you overcome them?
By Dave Brunt, Co-author of "Creating Lean Dealers"
- Last updated: Wednesday, July 6, 2011
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Jamie Flinchbaugh: “Lean won’t work in MY field”
By Jamie Flinchbaugh, Co-Author of The Hitchhiker's Guide To Lean and co-founder of the Lean Learning Center
- Last updated: Monday, June 27, 2011
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Dan Jones: Who struggles more with lean
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Saturday, June 25, 2011
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Pascal Dennis: Engaging the public sector in improvement is vital to the national interest
By Pascal Dennis, Author of Getting The Right Things Done, Lean Production Simplified, and Andy & Me
- Last updated: Tuesday, June 21, 2011
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Michael Ballé: The boardroom is hard to convince, because it needs learning both lean and finance
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Tuesday, June 21, 2011
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Mike Rother: Whoever Experiments Fastest, Wins
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Sunday, June 19, 2011
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Art Smalley: Lean Government
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Friday, June 17, 2011
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Steve Spear: Healthcare is least likely to benefit from lean or any other operational excellence approach because healthcare professionals are not trained to think systematically about systems
By Steven Spear, Author of 'The High-Velocity Edge' and 'Chasing the Rabbit'
- Last updated: Friday, June 17, 2011
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The Lean Edge: What are the most difficult industries and activities to introduce lean to and why?
By The Lean Edge,
- Last updated: Friday, June 17, 2011
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In your experience, where have you found lean most difficult to introduce? What specific barriers have you come across? How have you overcome them? |
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Dan Jones: How to Judge the Success of Lean?
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Friday, June 17, 2011
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Art Smalley: Lean Success
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Tuesday, May 31, 2011
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Michael Ballé: Lean is an attitude
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Sunday, May 29, 2011
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Jamie Flinchbaugh: How would you measure lean success?
By Jamie Flinchbaugh, Co-Author of The Hitchhiker's Guide To Lean and co-founder of the Lean Learning Center
- Last updated: Sunday, May 29, 2011
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Mike Rother: How to Measure Lean Success
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Saturday, May 28, 2011
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Jean Cunningham: Learn lean and have fun!
By Jean Cunningham, Co-author of 'Real Numbers' and 'Easier, Simpler, Faster'
- Last updated: Friday, May 27, 2011
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Jeff Liker: there is no end point to lean success, only transformation leading to increased performance
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Friday, May 27, 2011
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The Lean Edge: what counts as “lean success”?
By The Lean Edge,
- Last updated: Friday, May 27, 2011
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Jeff Liker and Mike Rother wrote a piece for LEI called "Why Lean Programs Fail ." They cited an IndustryWeek survey that said only 2% of companies achieved their "anticipated results." Can the Lean Edge authors share their thoughts on how you would define "lean success?" Do companies not achieve anticipated business results because they expect too much too quickly? Is a company only a "lean success" if they have ... |
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Dan Jones: Lean problem solving and teamwork
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Friday, May 27, 2011
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Michael Ballé: Individual responsibility to solve problems with colleagues from other fucntions
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Friday, May 13, 2011
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Jim Huntzinger: Be Like Coach – What underlies the Team
By Jim Huntzinger, Author of 'Lean Cost Management: Accounting for Lean by Establishing Flow'
- Last updated: Friday, May 13, 2011
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Pascal Dennis: Team members have clearly defined & interconnected roles, which in turn, depends on shared purpose
By Pascal Dennis, Author of Getting The Right Things Done, Lean Production Simplified, and Andy & Me
- Last updated: Tuesday, May 10, 2011
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Mike Rother: What is Lean Teamwork?
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Tuesday, May 10, 2011
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Jeff Liker: Teamwork is not “work teams”
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Tuesday, May 10, 2011
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The Lean Edge: What does “teamwork” mean in lean?
By The Lean Edge,
- Last updated: Tuesday, May 10, 2011
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Lean focuses on individual problem solving yet stresses the importance of teamwork. What would be your definition of teamwork in the lean sense? |
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Mike Rother: Ain’t No Such Thing as Sustaining
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Friday, April 29, 2011
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Art Smalley: Tools, Rules, Principles, and Lean Wallpaper
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Tuesday, April 19, 2011
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Mike Orzen: 3 signs of sustainability
By Mike Orzen, Coauthor of "Lean IT, Enabling and Sustaining Your Lean Enterprise”
Educator and Coach, The Lean IT Guy
- Last updated: Sunday, April 17, 2011
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Michael Ballé: Lean is never sustainable, but one person can become better and better at it
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Friday, April 15, 2011
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Jean Cunningham: Sustaining Lean
By Jean Cunningham, Co-author of 'Real Numbers' and 'Easier, Simpler, Faster'
- Last updated: Monday, April 4, 2011
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Steve Spear: Why Lean Fails: Operational Excellence Treated as Tool Based Vocation, Not Principle Based Profession
By Steven Spear, Author of 'The High-Velocity Edge' and 'Chasing the Rabbit'
- Last updated: Sunday, April 3, 2011
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Jeff Liker: Resist your machine thinking!
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Saturday, April 2, 2011
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The Lean Edge: Can the performance achieved by applying lean thinking be sustained over years?
By The Lean Edge,
- Last updated: Saturday, April 2, 2011
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Can the performance achieved by applying lean thinking be sustained over years? Toyota seems to have been able to maintain a culture of relentless kaizen since the 1960s and over several Presidents' change, but has any other company? How can lean results be sustained over time? Has any company done it? |
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Dan Jones: Lean Saves Capital
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Saturday, April 2, 2011
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Art Smalley: Toyota and Capital Investment
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Sunday, March 20, 2011
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Art Smalley: Ohira Plant and Investment
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Saturday, March 19, 2011
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Michael Ballé: Cap Ex is the key to understanding the life journey of a site – learning to think differently about investment is a make-or-break aim of lean
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Saturday, March 19, 2011
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Capital is a resource of last resort
By Jamie Flinchbaugh, Co-Author of The Hitchhiker's Guide To Lean and co-founder of the Lean Learning Center
- Last updated: Tuesday, March 15, 2011
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Jeff Liker: The lean philosophy for new technologies is simple, thin and flexible
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Saturday, March 12, 2011
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Mark Graban: The lean approach to capital expenditure, inspired by Toyota’s philosophy and practices, is also thankfully being applied in healthcare
By Mark Graban, Author of the 'Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction,' winner of the Shingo Prize in 2009. Creator of leanblog.org, and Senior Fellow at the Lean Enterprise Institute. On twitter as @leanblog.
- Last updated: Friday, March 11, 2011
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The Lean Edge: What is the lean approach to capital expenditure?
By The Lean Edge,
- Last updated: Friday, March 11, 2011
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"What is the lean approach to capital expenditure? As Toyota announces a new plant in high-cost Japan, it also claims that the overall investment is 40% lower than an existing equivalent size plant. How is this possible? What is the impact of lean on the investment cycle?" |
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Dan Jones: Toyota’s Challenge for the Lean Movement
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Monday, March 7, 2011
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Michael Ballé: the Toyota Way has worked as it’s supposed to, helping the company to face its challenges
By Michael Balle, co-author of The Gold Mine and The Lean Manager
- Last updated: Sunday, February 27, 2011
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Art Smalley: Always Room for Improvement
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Monday, February 21, 2011
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Pascal Dennis: Hubris is a dangerous enemy
By Pascal Dennis, Author of Getting The Right Things Done, Lean Production Simplified, and Andy & Me
- Last updated: Wednesday, February 16, 2011
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Steve Spear: Relentless pursuit of perfection means just that – self-critique and facing one’s problems
By Steven Spear, Author of 'The High-Velocity Edge' and 'Chasing the Rabbit'
- Last updated: Wednesday, February 16, 2011
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Jeff Liker: Toyota’s response demonstrated the Toyota Way at its best
By Jeff Liker, author of The Toyota Way and co-author of Toyota Product Development System and Toyota Under Fire
- Last updated: Sunday, February 13, 2011
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The Lean Edge: Are Toyota’s troubles really over? What lessons should we learn from this?
By The Lean Edge,
- Last updated: Sunday, February 13, 2011
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The US Department of Transportation has cleared Toyota of any safety issues beyond those identified and dealt with before the safety crisis. Yet Toyota has recognized internal difficulties in both growing too fast and not listening to customers enough. What should we learn from the whole episode? |
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Mike Rother: A Little Lean Doesn’t Go a Long Way
By Mike Rother, Author of Toyota Kata and co-author of Learning to See
- Last updated: Friday, February 11, 2011
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Dan Jones: The Financial Consequences of Lean
By Daniel T Jones, Co-author of 'Lean Thinking' and 'The Machine That Changed the World'
- Last updated: Thursday, February 3, 2011
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Art Smalley: Financial Benefits
By Art Smalley, author of Creating Level Pull. Co-author of A3 Thinking and Kaizen Methods: Six Steps to Improvement
- Last updated: Tuesday, January 25, 2011
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