How do you know when the leaders of a company understand Lean management? It is when they begin to treat their suppliers as valuable resources instead of entities to bargain with for lower prices. Executives start to see the key stakeholders - employees, suppliers, customers, investor, and … [Read more...] about Still Beating Up Suppliers?
A reader of my books recently asked me the following questions: Why is Lean important to an organization? Why should we introduce Lean to an organization with good performance? These are good questions. Most of the writing about Lean focuses on organizations that perform poorly and need to … [Read more...] about Why Is Lean Important?
Let's get rid of value stream maps. I can hear it now: "Why would you say such a thing? Value stream maps are great. We can't see waste without them." Precisely. Value stream maps have developed an outsized importance in relation to other types of basic information that one gathers when trying to … [Read more...] about Lean Heresy
One of the most important and practical things that nearly all teachers teach their students is how to do research, from elementary school to graduate school. The basic message from your teachers is this: "If you don't know something, do some research. It will help you learn the topic, understand it … [Read more...] about Confounded by Reality
This is the back story to the book Moving Forward Faster. After finishing Volume Six, the last volume of REAL LEAN series, I reflected back on what I had done. The books were written for busy managers. They were short in length and the chapters could be read à la carte. But, at about 1200 total … [Read more...] about The Back Story – Moving Forward Faster
As an engineer, my natural tendency is to look at things from the perspective of how something failed rather than why it worked (though in my writings about Lean, I do both). However, the factors that cause failure are merely the antithesis of why things worked. With that in mind, I offer you some … [Read more...] about What It Takes To Succeed
In the November 2013 issue of the Vanguard Newsletter, John Seddon, Managing Director of Vanguard Consulting Ltd., had this to say about me: More dumb lean I’m going to Sweden this month to speak at their annual public-sector jamboree. It will be my third time. I’m speaking alongside a public-sector … [Read more...] about Kudos to John Seddon
Here are some questions and answers that will help you understand who I am and what I do. What is your role and the intention of your work? My role is to expand people's understanding of Lean leadership and Lean management through research and teaching. This includes critiquing various aspects of … [Read more...] about Frequently Asked Questions
As many of you have no doubt noticed, Lean is often used by top management as business decoration to appear fashionable or in-step with the times. The values associated with Lean are often missing (e.g. customer-first, developing people), as are the "Respect for People" principle and senior … [Read more...] about Lean as Decoration