» The Lean Edge

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Questions

Godefroy Beauvallet: Is there a “Lean Way” to look at one firm’s IT? Can IT be made to change towards lean? What would be the first steps in such a journey?
Sandrine Olivencia: What about Jidoka?
Kevin Meyer: Any upsides/downsides to relying on JM/TWI process deconstruction as kaizen? Yes it works… but I can already see the limitation with non-documented processes
Mike Bosworth: Lean Success Stories
Sebastian Fixson: How does an organization build the appropriate culture such that problems (failures, mistakes, …) are seen as opportunities for improvement of the organization rather than opportunities for individuals to lose face, their job, etc.?

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Library

Image of Profit Beyond Measure: Extraordinary Results through Attention to Work and People

H. Thomas Johnson, Anders Broms

Image of Andy & Me: Crisis And Transformation On The Lean Journey

Pascal Dennis

Image of Real Numbers: Management Accounting in a Lean Organization

Jean E. Cunningham, Orest Fiume, Emily Adams

Image of Toyota Talent: Developing Your People the Toyota Way

Jeffrey Liker, David Meier

Image of Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results

Mike Rother

Image of The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition

Steven Spear

Image of Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System

Durward K. Sobek II., Art Smalley

Image of Creating Level Pull: A Lean Production-System Improvement Guide for Production-Control, Operations, and Engineering Professionals (Lean Tool Kit)

Art Smalley

Image of Artful Making: What Managers Need to Know About How Artists Work

Robert Austin, Lee Devin

Image of The Gold Mine: A Novel of Lean Turnaround

Freddy Balle, Michael Balle

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Question of the moment

Godefroy Beauvallet: Is there a “Lean Way” to look at one firm’s IT? Can IT be made to change towards lean? What would be the first steps in such a journey?
Lean is about creating a performance mindset, being aware of problems, and having problems solved locally as a way to develop people through problem-solving and fostering a "kaizen spirit". If one frames Lean that way, it seems hardly possible to practice it in any modern firm without getting across information technology questions: most of the work load nowadays is achieved using information systems (from emails to forms-filling); we use IT to report data, calculate indicators and analyze performance; alerts are often generated by sensors, sent through networks and treated by computers; amounts of data that can be used to analyze problems ...
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Posted on September 3, 2010

Author Archive

Mike Micklewright: Why Is Quality So Rarely Central In Lean?

By Mike Micklewright, Author of 'Out of Another @#&*% Crisis!' - Last updated: Sunday, April 11, 2010

I see so many internal Lean “experts” using “Lean” as a means to increase efficiencies and productivity, and therefore, reduce costs. They still do not see the connection to quality. They see quality and the reduction of variation in significant product characteristics as something that is outside of the Lean scope and something that should be handled by the quality folks independently of the lean effort. What a shame! If you agree with this observation, why does this exist and what can we do to change this perception?

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