Practical workbook to help move from batch to flow logic.
As we emerge from the recession and look ahead old ways of thinking and action will not be enough to meet two big challenges ahead. The first challenge is the growing impact of the web in opening up the possibility of turning customers from strangers to partners.
Repetitive Flexible Supply: Putting the Pieces Together
Over the years many of us have come to the conclusion that if we continue to see Lean through traditional management thinking we will only get traditional results. We have all seen and been part of initially promising consultant-led Lean programmes for arms-length leaders which fail to deliver ...
Whilst it is encouraging to see so many organisations that are actively trying to improve business performance, my concern is that much of this improvement activity is not having the desired impact.
As a Lean Thinker I’m always on the lookout for ways to help others improve (and improve myself at the same time!) Traditionally there have been lots of books and articles to wade through and more recently YouTube talks, podcasts and webinars to look at.
The Lean Enterprise Academy (L.E.A), UK are collaborating with the Lean Enterprise Institute (L.E.I), USA to bring Manchester a series of 8 workshops between 27-29 March 2016. Over 3 Days we are offering workshops that provide the foundations to implement a successful Lean transformation, with cru
“Whenever there is a product or service for a customer, there is a value stream. The challenge lies in seeing it” These are the opening words in the publication ‘Learning to See’ where Mike Rother and John Shook take us step-by-step through the process of Value Stream Mapping and identifying waste
The theme for our UK Lean Summit 2016 is Lean Learning, Learning Lean. Learning is fundamental to a successful Lean transformation. So join our Chairman Daniel Jones, and his co-author Jim Womack plus Art Smalley, author of “Creating Level Pull” and co-author of “Understanding A3 Thinking”
Improving the work is the work. Whilst many organizations have some sort of improvement activity many fall foul of the first of the 3 Common Pitfalls to Lean. Many organisations use the wrong improvement tools, at the wrong time, by the wrong people or are not using them effectively.