Like many of you, we at Beth Israel Deaconess Medical Center started our lean learning with small incremental improvements, not particularly focused on strategic goals nor coordinated as a conscious body of improvement work.
Five years ago, MS Aerospace identified an opportunity to react to market demands for shorter lead times if the heading process to make its bolts could be improved.
The City Archive is responsible for record keeping in the City of Stockholm.
Klaus Lyck Petersen, Group Process Manager at wholesaler Solar A/S in Denmark, talks about the importance of supporting cross-functional and cross-departmental communication within an organization, to ensure everyone understands the purpose of the lean journey.
Gwendolyn D Galsworth, President/Founder of Visual Thinking Inc and The Visual-Lean® Institute in Portland, Oregon, draws on her experience as a visuality expert to explain how visual management can support connectivity of functions and areas within an organisation and therefore promote a more end-to-end view of its processes.
Brenton Harder recently became General Manager of Service and Change at the Commonwealth Bank of Australia based in Sydney.
The European debt crisis has meant severe budget cuts for public hospitals in Spain, with policies concentrating on service cuts rather than efficiency improvements.
Editorial board member Peter Watkins reflects on Jason Oliver’s interview in last month’s edition of LMJ, and discusses lean in small enterprises.
In the second of a series of articles on the teachings of Dr Deming, editorial board member Bill Bellows talks about the consequences that singling out non value added work can have on people.
