It happened again, I have met one more Lean Manager explaining that he/she was appointed to this position to manage a Lean program rollout, and this Lean program is essentially reinvigorating 5S. There has been a real inflation of Lean Managers in France lately. With so many of them flowing into the companies, France’s world … Continue reading Lean = 5S, again.
This post is inspired by an assessment of a successful startup on its way to scaling up. With some exaggeration I state that startups fall into two categories: either the ones that have cash to burn, thanks to trusting investors, or the ones struggling to find cash. Mine is somewhat in between. A dynamic boss … Continue reading [Muda] Cash-flow depleted startup freezes cash in defective products
In the hype of digital transformation, the appeal of new technologies and the hope to buy turnkey solutions to lasting problems may eclipse the good old Lean, even so all the potentials of the latter haven't been fully exploited. Now here are 5 good reasons not to ditch Lean too quick: Digitizing wasteful activities is … Continue reading Digital transformation: 5 good reasons not to ditch Lean too quick
This post is inspired by Karen Martin’s (author of Shingo Research Award-winning book, The Outstanding Organization) interview by Ron Pereira (Gemba Academy). In this interview (https://www.ksmartin.com/videos/the-outstanding-organization-interview/) Karen explains the importance of Clarity, Focus, Discipline, and Engagement. These are the four fundamental behaviors or common patterns in successful organizations, that are strong foundations upon which to … Continue reading About Clarity, Focus, Discipline, and Engagement
This is a classical debate among Lean newbees and even among specialists: are the 5S the first steps to SMED or not? As so often there is more than just a binary choice. If you are not now familiar with 5S, you may get a primer reading my posts series: The Quick Beginner’s Guide to … Continue reading Are the 5S the first steps to SMED?
Lean leading figure Jim Womack posted a sincere and critical reflection (hansei) on where Lean has failed and why not to give up. I was impressed when reading it and it reinforced my respect and admiration for the author.
Maturity assessments are a kind of qualitative audit during which the current “maturity” of an organization is compared to a maturity reference model and ranked accordingly to its score. As explained in the wikipedia article about maturity model (https://en.wikipedia.org/wiki/Maturity_model), the implementation is either top-down or bottom-up, but from my experience it is mostly top-down. The … Continue reading The fallacy of maturity assessments
Is Lean dead? is the provocative title of a podcast hosted by Mark Graban with guest Karen Martin. The question, the podcast description says, is “easy to discuss, but hard to answer”. The reason Karen proposed to discuss this question is because of hearing and reading about “what’s next”, “is it time for something new?” … Continue reading Is Lean dead?
In a blog post I read the warning about candidates exaggerating their insight by using lot of jargon. It was about Lean Management. The author stated that when recruiting, mastering enough Lean vocabulary is important in order to catch candidates exaggerating their insight by using jargon. Any talented Lean manager can explain the same concepts … Continue reading Jargon doesn’t make an expert
A Lean Coffee is a semi formal* meeting in which participants choose the topics they want to discuss, vote for the topics and then discuss the most voted topics during a limited time period. At the end of the ‘timebox’, the group decides to continue or switch to the next if they feel they got … Continue reading What is Lean Coffee?