A softly spoken Toyota sensei once told me, “The teacher will appear when the student is ready.” It was a polite way of telling me not to rush my learning and to ‘master’ my trade.
A change in ownership often means that the way work is performed and an improvement programme is carried out need to change as well, even in larger companies.
The Panalpina Group, a logistics and freight company, operates a network of 500 branches in more than 80 countries worldwide.
In these two articles, editorial board members Peter Watkins and Brenton Harder look back at years of lean implementation across global operations, and explain how explain how companies can deliver change consistently and coherently around the world.
Peter Walsh, Founder and President of Lean Enterprise Australia, guides LMJ through the evolution of lean thinking down under, and explains how the perception of lean is changing there.
Off-shoring has been an important part of business strategies for a long time, but has often created more problems than it has solved.
Editorial board member Bill Bellows offers his opinion on some of the topics the February issue of Lean Management Journal focused on.
Sarah Lethbridge, Lean Services Manager at Cardiff Business School, responds to Keivan Zokaei and Donna Samuel’s opinion piece “The Institute of Lean.”
In the last issue of Lean Management Journal, Keivan Zokaei and Donna Samuel suggested that there was a need for an Institute of Lean, a global entity which would have the ability to act as the one leading superior authority on lean thinking, which individuals and organisations could visit to be assured of the quality of their knowledge and to seek ‘wisdom’ and advice to guide them on their lean work.
Our analysis into SCGM’s lean journey continues.
