A
collection of highlighted weblog posts from Lean bloggers from the month of September
2024. It’s also possible to view the earlier month-to-month Lean Roundups right here.
When You Do Lean, You
Copy Toyota
– Bob Emiliani explains that’s not about copying Toyota however slightly pondering
and studying to give you new concepts and strategies to raise their administration
practices.
The Course of Enchancment
Stool
– Bruce Hamilton talks in regards to the connection between behaviors, techniques, instruments,
and outcomes with the analogy of a stool as an instance the way you want equal components.
Results on
Effectivity—Takt Time
– Christoph Roser discusses the components that have an effect on the proportion of
value-adding time with examples from latest automotive manufacturing facility visits.
Lean Means Don’t Be a
Dumb-Ass
– Pascal Dennis provides a easy rationalization of Lean pondering that all of us can
embrace.
Utilizing Regression to
Enhance High quality
– Michel Baudin supplies rationalization and utility for regression method
to enhance high quality in your course of.
How Micro-Objectives Helped
Me Conquer a Hill (And Can Assist You Too) – Ron Pereira explains how breaking down
tough challenges into smaller targets is highly effective method to succeed in your
milestone.
Understanding the
Distinction Between 5S Office Group and Housekeeping – Alen Ganic explains
the distinction between 5S group and easy housekeeping which have two
distinct functions.
Agile Course of
Enchancment Efforts
– John Knotts says so as to undertake a extra agile and targeted method to
course of enchancment it’s best to give attention to three issues: higher drawback
statements, sooner frequency of information, and deciding on one root trigger at a time.
GE Aerospace CEO Larry
Culp on CNBC: A Little Higher Each Day – Mark Graban highlights some latest factors
from Larry Culp’s present on CNBC about specializing in drawback fixing and
psychological security tradition in wake of GE Aerospace issues.
Preserving Quiet About
Lean –
Bob Emiliani explains why he assume CEOs have an unstated public proclamation of dislike for Lean.
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