Lean Management Archives - Page 16 of 17

Three Reasons You Need a Lean Coach 0
- Change Management, Lean Management
- August 19, 2013
Lean manufacturing is a very broad philosophy for business improvement that has many tools/techniques to aid you in making your production or service more efficient and better at offering your customer a great value. Being able to successfully implement Lean across a company is not something that you can pick up from reading a few
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Some Things You Can’t Delegate If Your Transformation Is To Be Successful 0
- Change Management, Culture, Lean Management
- August 13, 2013
Lean requires changing systems, organizational structures, processes, acquiring new technologies/machines, and even altering layout of the workplace. And although all of these components are important, the most important area of focus for Lean leaders are the people. Implementing Lean is a journey and has a huge impact on employees because Lean changes the way that
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The Worst Waste of All: Lack of Employee Involvement 0
- Lean Definition, Lean Management
- August 12, 2013
Taiichi Ohno (considered by many to be the father of Lean) highlighted overproduction as the worst of all the 7 Wastes. Overproduction includes in essence all others wastes so it could be considered the most problematic. However, many have missed one of the biggest opportunities for quick improvement by overlooking one of the deadliest wastes,
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Key Organizational Metrics and How to Make Them Effective 0
- Lean Management
- July 29, 2013
Most businesses understand the value of using metrics to assess the state of their company and validate the company is heading in the right direction. Organizational metrics, sometimes called Key Performance Indicators (KPI), are developed to understand the overall health of an organization. They provide the fundamental element of balanced scorecards and dashboards, which are
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10 Things Your Lean Leader Can Do Now To Make a Difference Culturally 0
- Lean Management
- July 24, 2013
The best leaders understand the present is nothing more than a platform for the envisioning of, and positioning for, the future. If you want to lead more effectively, shorten the distance between the future and present. Inspiring innovation and leading change call for more than process– they require the adoption of a cultural mindset. Implementing
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No Time for Improvement Means No Improvement 0
- Leadership, Lean Management
- July 9, 2013
Whether a company has just switched to Lean production or is still using a traditional manufacturing approach, if it does not establish an official improvement time policy, very little improvement will ever happen there. We have seen this everywhere, even in companies which loudly proclaim their commitment to continuous improvement. Little or no actual time
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