Monday, December 31, 2018

Lean Roundup #115 – December, 2018



A selection of highlighted blog posts from Lean bloggers from the month of December, 2018.  You can also view the previous monthly Lean Roundups here.

THE AGILE WAY TO USE KANBAN IN SOFTWARE DEVELOPMENT – Shanie Weissman discusses the use of Kanban approach in software development.

Respect for “Respect for Human Nature” – Jon Miller explains three main perspectives on the lean thinking pillar of respect for people.

Is Five Why Analysis Too Simplistic for Complex Problems? – Pascal Dennis explains why 5 why can get to the root cause of complex design, supply chain and organizational problems.

How Does the Teacher Learn? – Mark Rosenthal says the teacher learns by sharing and swapping experiences with others.

Dismantling Classical Management – Bob Emiliani talks about how change happens  in an organization.

Kaizen and Improvements That Last – Michel Baudin discusses how to get good results from kaizen ways to make them stick.

Customer Satisfaction is Not Enough – John Hunter says to succeed over the long term organizations must seek not to satisfy customers but to delight customers.

What We See... – Bill Bellows discussed his experience with Toyota and interpretation of Lean and why it differs from the view of the Machine That Changed The World.

A Day in the Life of a Gemba-focused Executive VP – Jon Miller shares a great lesson on leading from the gemba with real example for Toyota executive.

GM Shrinking, Laying Off People, Shutting Down Factories, and Cutting Costs Isn’t “Lean and Agile” – Mark Graban discusses how Lean can be an alternative to slash-and-burn layoffs.

Ask Art: How Do I Get the Senior Management Team On Board with Lean? – Art Byrne explains that becoming a lean enterprise requires having a lean management team.

Standardized Work or Kaizen? Yes – John Shook explains why you want both, and you can’t have much of one without a roughly equal dose of the other.


Soliciting Suggestions in Ways That Don't Backfire – Cheryl Jekiel shares specific ways to prevent mishandling ideas from your people.

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