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We Don’t Make Cars: Applying Lean to Other Industries

People don’t go to Toyota to work, they go there to think” – Taiichi Ohno Although much of what we now call lean has been practiced by Toyota and its suppliers for decades, most of the world began to learn about it in the 1990s with books like The Machine that Changed the World and … Continue reading

The Lean Journey Begins with Appreciating the Business as a System

We rate, rank, and hold people across the organization responsible for performance in a system that is most likely flawed.  In other words, rather than focus our efforts on improving the system when performance is below expectations, we assume that putting pressure on the individual will improve results, even though the person may have little or no authority to do anything other than try harder, go around the system, or focus on making it look like improvement is occurring whether it actually is. Continue reading

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