In the run up to our Sharing Day on April 3rd I’ve been reading through the abstracts we have received from people wanting to share their stories and bring their questions. One reflection is that if you don’t try to change something then you don’t learn.
It's time to see and then to optimize the entire value stream from raw materials to customer
Dan Jones takes a walk through two complete supply chains. The first from vegetable grower through a consolidation warehouse to a Distribution Centre and then to a Tesco store. The second a virtual walk through the supply chains of an aerospace manufacturer. He reflects on the learning points.
A step-by-step implementation process for optimising your entire supply chain and logistics to create maximum value at minimum total cost.
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”
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.
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.)
We spend a lot of time visiting organisations and looking at work at the workplace. We’ve visited two workplaces recently that led us to conduct some reflection around how well organisations know and do the basics in a Lean transformation.