Leadership and Management Insights

All blog posts © Bob Emiliani

So You Want to Be a Lean Professional?
Lean — Survival or Decline
Guide to Books
Are Lean People Stupid?
Move Over Lean!
The Back Story – Improvement
Energizing the Lean Movement
Lean Anguish
Lean and COVID-19
Management IQ
The Back Story – Eliminating Waste in Teaching
How Many Genbas are There?
Creating a Lean Culture
Psychological Safety and Lean
Management Darwinism
Data-Driven Delays
Are You a Lean Expert?
We Succeed When We All Agree
Lean, Agile, and Six Sigma
Four Types of Lean People
Understanding the Institution of Leadership
Radicals Among Conservators
Lean Fighting Blind
Waste is a Feature, Not a Bug
Modernizing the Practice of Management
Dr. Deming’s SoPK and Dr. Emiliani’s SoPP
Lean Can’t Fail!
Lean Graft Incompatibility
Static vs. Dynamic Lean
In Search of Lean CEOs
System T and Lean
Bookmarks for Your Favorite Lean Books
The Worst Lean Advice
Business as a State of Confusion
How Soft Skills Impair Problem-Solving
The Bad Boy of Lean
The Shingo Experiment
Fulfillment by Status Quo, Inc.
What About the Past State?
Where Scientific Thinking Lives and Dies
Passing the Lean Baton
The Elephant in the Room
Lean Football
That’s Not My Job
Lean is an Intangible Asset
Business as Experimental Science
Truth Has Consequences
Selling Lean to Business Leaders
The Outcome of Serious Research
Why Do CEOs Hate Operations?
One Strategy, Two Paths
Lean and the Burning Platform
Lean Retrospective
Why Business Leaders Vote “No” for Lean
Reimagining Lean
Lean People Never Understood CEOs
How Leaders Sabotage Lean
Money vs. Process View of Cost
Business Leaders’ Case for Ignoring Lean
The Problem Lean May Never Overcome
Is Lean Too Arrogant to Save Itself?
What’s Holding Lean Back?
Lean Transformation is Not Difficult
Lean and The Corporation
Lean Warning Label
The Seven Laws of Lean Disillusionment
The Business Philosophy Triangle
My Contributions to Lean
The Back Story – The Triumph of Classical Management
Solving the Lean Transformation Problem
Lean Parody Advertisements
Freeish Trade, Economic Nationalism, and Lean
The Rewards of Teaching
What Gets Measured Gets Managed?
Book Review: THE LEAN STRATEGY
Learning to See
How Would You Answer These Questions?
Why Aren’t You Solving Ohno’s Problem?
Comparing TPS and Lean
Producing Business Results With Lean
Why Lean Keeps Thriving
Reusable Processes
Shingijutsu Super Kaizen Workshop
Coaching Lean Without Knowing
The One Difficult Thing Hypothesis
Teachers, Trainers, Coaches, or Faculty?
Lean: Past, Present, and Future
Critique of “Let’s Ban the Eighth Waste”
How to Introduce Lean to People
Leadership Development for Business Impact
The Greatest Business Problem Ever
Introducing Lean in Your Organization
Hopes and Dreams
Economists, Economic Growth, and Lean
Is Lean Now “Baked In?”
Lean Without Drama
Spooky Historical Parallels
Lean Strategy
Generic Brand or Name Brand?
A Little Bit of Knowledge Can Be…
Lean Thinking vs. Kaizen Thinking
Interview in Production Manager Magazine
Toyota’s One Best Way
Eight Questions I Get From My Students
Kaizen Evolution
Kaizen: A Comprehensive Business Strategy
Kaizen: A Simple Leadership Development Strategy
Kaizen: A Simple Innovation Strategy
Kaizen: A Simple Employee Wellness Strategy
Kaizen: A Simple Tax Abatement Strategy
Critique of “Dealing with Lean’s Crazy Relatives”
Thoughts on “Lean Thinking at 20”
Lean Leadership Training: From Batch to Flow
Thoughts On “Lean Thinking – The Making of a Book”
Fear of a Lean Planet
20th Anniversary of Lean Thinking
What is Lean Without Respect for People?
The Start of Lean Leadership
Copying Toyota
The Improvement Mindset Is Rare
3P for Lean Transformation
What Leaders Won’t Do
Lean is Illegitimate. Or is it?
Fealty to the Lords of Lean
Time to Refocus on Kaizen
Shingijutsu-WOW
Lean’s Next 25 Years
Lean Transformation Variation
Employees Goofing Off
Lean Success and Lean Failure
An Engineering Approach to Leadership
Is Lean the Same as TPS?
Lean’s Holy Grail
Toyota-Style Kaizen
Improving Leadership Processes
Criticizing Lean
Teaching Lean Leadership
Evolving Out of Need
Lean Transformation Failure Analysis
How Economics Disrespects People
How Kaizen Restores Craftsmanship to Work
Lean Can Learn from History
Lean’s Bad Timing
What is Lean Management?
Lean’s Promise Broken
What’s Your Lean Provenance?
Lean and State Government Agency Leaders
Lean Management and the Public Good
Why Business Schools Should Teach Lean Management
Existential Threats to Lean
A Critique of LeanCT
Lean Hypocrisy
What Went Wrong?
The Power of Kaizen
Lean’s Midlife Crisis
The Back Story – Evolution of Lean Leadership Training
The Illusion of Understanding
Something Revolutionary Seen as Ordinary
The Lean Movement’s Strategic Errors
A Marker of Lean Success
Books for Teaching Lean Management
Shingijutsu Super-Genba-Kaizen Workshop
Inept vs. Immoral Leadership
The Back Story – Lean Leadership Research
Reefer Sanity
Additive Leadership
Treating Management Psychosis
Back to Basics
New Book: Shingijutsu-Kaizen
Searching For Lean Sustainability
Methodological Errors In Lean Government
Abnormal Conditions and Lean Oddities
Terrific Blog Posts!
Winning Over Business Traditionalists
Seddon’s Amazing Discovery
Shared Values for REAL Lean
Toyota’s Supermarket Method
What’s Not To Like About Lean?
New Book: Kaizen Forever
Kaizen Your Political Skills
Removing Confirmation Bias Against Lean
Lean’s Kiss Of Death
Flaws In Lean
Lean Intellectualism
Lean Overproduction
Exploring Leadership
The 5-Day Kaizen
Coaching Leaders
Good For You To Know
Abnormal Condition Alert!
Big Data, Leaders, and Lean
LEI/LEA Lean Transformation Model
Reverse Toyota Way
Origin Of The Phrase “Kaizen Event”
Defining “Respect for People”
The Economic Benefits of Lean
Just-Too-Late
Political Correctness Comes To Lean
Who Is Your Leader?
The Back Story – Lean Behaviors
Evolution and Future of Lean
Toyota’s Secret
Ohno’s Problem-Solving Methods
Perfect Misunderstanding
Leading With Respect Is The Old Standard
64th Japan Genba Kaizen Seminar
The Human Case For Lean
The Back Story – First Lean Leadership Course
Shifting Definitions of “Lean Thinking”
Leading Without Respect
The Squeaky Wheel
Restoring Symmetry
Breaking Symmetry
Despoiling The “Respect For People” Principle
Lead With Respect
How I Teach Lean Leadership
Two Paths To Lean Leadership
Focus On Flow
Reflecting On Shingijutsu-Kaizen
Nakao-san and Shingijutsu-Kaizen
Lean In Higher Education
Opportunity To Do Good
No Call, No Response
Fat Behaviors Forever
Lean Curiosities
Motivating Leaders to Embrace Lean
Worrying About Worries
Secrets Of Lean Leadership
Lean Training Lineage Matters
Lessons Well Learned
Settings For Lean Success
The Clear Solution: Leadership Processes
More Than Leadership Behaviors
Leadership Behaviors: The Path To Lean Culture
The Implied Threat
Don’t Wait For Your Leaders
Human Superstorms
The Musician And The Manager
When Leaders Improve, Everyone Improves
Why No “Respect for People?”
Evolution Of The RFP Principle
Lean Capital
Shingijutsu-Kaizen Conference: Day 1
Shingijutsu-Kaizen Conference: Day 2
Lean Leader’s Visual Control
Sustaining Lean
Boss, Know Your CI People
Ignore Change Management
Labor Unions and Lean
Quality of Lean
Theories Have Consequences
Know Who You Are Talking To
More Learning From Mistakes
The Back Story – Lean Leadership
Read To Succeed
Learning From Mistakes
“Sales Over Safety, Profit Over Principle”
Problem-Solving Behind the Front Line
Learning To Think
Observing Lean Evolve
Eliminating the Six Criticisms of Lean
Lean For the Next Generation
Job Security
McKinsey Finally On Board!
Lean Leadership Research: What Next?
No Lean Without Kaizen
Fast or Slow: It’s Your Choice
Winners and Losers
One Model for Lean Transformation
Golf and Lean
Better Interview Questions
Management Innovation
Worse Than Anyone Thought
The Back Story – Lean Is Not Mean
Great Lean Leaders
The Language of Lean
Still Beating Up Suppliers?
Why Is Lean Important?
Lean Heresy
Confounded by Reality
The Back Story – Moving Forward Faster
What It Takes To Succeed
Kudos to John Seddon
The Future of Lean
EH&S and Lean
The Back Story – Practical Lean Leadership
Leadership, Time, and Information Flow
Help Myself, Then Help Others
Early TPS Training
Machines Must Serve People
The Toyota Way for Outsiders
Make the Connection
The Back Story – Real vs. Fake Lean
Eyes on Lean
New Name for Lean!
The Profits Generator
Respect for Labor
Toyota’s Amazing Accomplishment
My Favorite Quote
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