Managing Change

Managing change requires being open, able to listen and getting the ego out of the way. If you are a change agent, there is a lot to learn from this story. Read more…… Read more

• Posted in:
• Business

Does your office work flow?

Can you recognise ‘muda’ (waste or non-value added work), ‘mura’ (unevenness) and ‘muri’ (overburden) in your day to day work? Does your office work “flow” or do you indulge in “batching?”  How much of your work is “value” added? If you want lean tips for your office work, read more …… Read more

• Posted in:
• Lean Thinking

Lean still makes sense for High-variety, low-volume production

Lean principles (Specify value, Identify value stream, Create continuous flow, Let customer pull product / service, Continue endless perfection), are applicable to all organisations.  However, the lean methods need to be adjusted to fit high-mix, low-volume environments. Read more…… Read more

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• Lean Thinking

Giving power to employees and harvesting the best ideas

This case study looks at how Autoliv, a global Swedish-American manufacturer of automotive safety systems for major automotive manufacturers of the world, developed and sustained a lean-problem solving culture and how it shares best practices. Read more…

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• Lean Thinking

Benefits of standardising procedures

Organisations can make huge cost savings and make customers happy if their processes are appropriately tailored to the task at hand and handling the task in the same “best” way every time. Much of management of operations is about standardisation. If in one small hospital physicians can standardise their operating procedures and make significant cost savings, what stops you doing in your organisation?… Read more

• Posted in:
• Lean Thinking