COVID-19, like all emergencies, commands people to focus on shrinking the time from order to delivery. People quickly remove all the barriers to getting the job done. They eliminate bad processes and steps in processes and get rid of queue time to get material and information to flow. And we see … [Read more...] about What is Lean’s Future?
The COVID-19 pandemic is causing a lot of business leaders to re-think many things, from paid sick leave to health insurance for all to the shortening of supply lines reducing dependence on globalized supply and the wisdom of spending cash on share buy-backs. One thing is for sure, all of this will … [Read more...] about Lean and COVID-19
When the public first became aware of Lean production in 1988, and Toyota's production system in the early 1970s, a small army of people leaped into action to do two things: 1) study TPS and Lean and 2) convince business leaders they should adopt Lean. That sounds like a reasonable plan. It was the … [Read more...] about Lean Got a Bad Start
Mark Graban recently wrote a blog post that reflects the current thinking of many Lean movement leaders and influences: "It’s Hard to Ask Leaders to Change the System in Which They’ve Risen and Excelled." The "system" in question is the management system and culture of the company or companies that … [Read more...] about Narrow Thinking, Narrow Results
Those of us who are fans of Toyota's management system (TMS) and Lean management (LM) are a curious bunch. We want to learn as much as we can as fast as possible. We want to know the details of TMS and LM and how to make them work in ways that fulfill our understanding and our expectations. We are … [Read more...] about Wanting to Know, Preferring to Ignore
This is the back story to the book Irrational Institutions. Irrational Institutions is a follow-on to my 2018 book, The Triumph of Classical Management Over Lean Management, which meticulously examined the problem of why leaders resist or reject Lean management. It succeeded at providing a … [Read more...] about The Back Story – Irrational Institutions
Sometimes people ask me: "Do you assign books that you have written to students taking courses you teach?" The answer is no, until this past Fall semester. For the last several years the assigned reading for my graduate Lean Leadership course was The Lean Turnaround by Art Byrne and The Toyota … [Read more...] about The Yin and Yang of Management
When the world became aware of Toyota's production system in the mid-1970s, there was one genba -- the shop floor. I call this Genba 3. When Lean arrived in 1988, there remained just one genba -- the shop floor. Within a few years, office work became recognized as another genba (Genba 2) where large … [Read more...] about How Many Genbas are There?
People who identify with Lean management or the Lean movement tend to be dedicated and very passionate, which generates a lot of arguments about right and wrongs ways to think and do things. Most of it has to do with how people understand the fundamental truths (principles) and how and when to use … [Read more...] about Four Types of Lean People