Click on the Lean articles belows to find out more about how Lean Thinking and Practice is being applied within the Manufacturing and Engineering industry and for relevant events and workshops.
17th - 19th November 2014
Lean Transformation: Practical Next Steps - As part of our mission to help organisations with their Lean journeys we are holding the annual UK Lean Summit at Chesford Grange Hotel, Kenilworth. •Earlybird discount of 10% for the first 75 delegates •20% discount when registering 5 or more delegates
Explains how to design, introduce and sustain flow in pacemaker cells and lines.
No doubt you have walked many a process, department or organisation and seen the vast improvement opportunity that Lean thinking could make if only the non-value added activity was removed and the customer value increased.
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.
Back in January 2015 I wrote a short article about my favourite Lean books. In the style of “Desert Island Discs”, the radio programme broadcast on BBC Radio 4, I selected the Lean books I’d take to be cast away on a desert island.
Standardised Work is one of the most powerful and well-known Lean tools and is core to any organisation that is serious about improving their business performance. By documenting the current best practice, standardised work helps form the baseline for kaizen or continuous improvement.
The theme for our UK Lean Summit 2016 is Lean Learning, Learning Lean. Learning is fundamental to a successful Lean transformation. It should be both embedded into any Lean implementation (process) and be part of the outcomes (results.)