Despite the fact that six out of ten improvement projects fail, we seem not to be able to transform the way we approach these initiatives, while the world around us never stops evolving.

Scheduling is at the heart of lean.

Following up from his article in the March issue of LMJ, Roddy Martin, senior vice president, global supply chain at Competitive Capabilities International, proposes a four-layer management system model and explains why alignment between these four layers is so critical.

Someone once said, “Failing to plan is planning to fail.” Looking around, it seems that organisations have been listening, as there is a lot of planning going on.

In this article, Reuben Karuna-Nidhi of Deutsche Bank highlights some of the key concepts that are being discussed at the bank as it embarks on a lean programme in its Global Technology Production organisation, giving an insight into the types of challenges that financial institutions face when implementing lean.