Monthly Lean Thoughts

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Visual Management - It's Right Before Your Eyes, Or Is It?

Monday, June 3, 2019

Visual management is perceived as the most intuitive element of a Lean Management System (LMS). That said, we see that very few organizations have truly functional visual workplaces. Some have a few eye-catching tools hanging up. Some have lots of really professional tools hanging up and have full-time staff to maintain them. Some others have a blizzard of butcher paper on every wall with all sorts of tools. But very few are an integral part of a management system that is primarily focused on engaging the entire workforce in team based collaborative problem-solving.

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Is It Time for New Thoughts on Product Development?

Monday, April 29, 2019

Most product development teams fail to meet their full potential. They consume more resources than are necessary to test, evaluate, refine their products and struggle to maximize customer and shareholder value. Typical projects take too long, have rocky starts in production, and deliver business results that are often less than expected.

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The Lean Management System In Made to Order Companies-- We Are Not Toyota!

Friday, March 29, 2019

So youíre not producing virtually identical products on an assembly line at a rate of one per minute? Does that mean that the Lean Management System doesnít work in your business? To quote a refrain from Porgy and Bess back in 1935Ö. It Ainít Necessarily So!

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Can You Sell Lean to Sales People?

Tuesday, February 19, 2019

Companies that achieve success with Lean in Operations are eager to apply these same principles to other parts of their organization in hopes of gaining similar benefits and efficiencies. Sales, however, is an area that has remained resistant to adopting Lean principles. Revenue generation is the lifeblood of companies and the stakes are high when it comes to making significant changes to traditional sales processes.

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Are You Learning Throughout the Curve Or Is the Learning Throwing You a Curve?

Friday, January 11, 2019

There are many exemplary examples of organizations that have adopted Lean Management Systems (LMS) successfully. We spend a great deal of time trying to understand the causal factors of both the successes and the failures so that we can apply that learning in a useful way and significantly increase the likelihood of success. No one wants to experience the disappointment of watching their effort quietly go off into the sunset while squandering the valuable resources of time, people, and money.

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