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Is ‘win at all cost’ the no 1 quality for great leaders
An interesting development in the Porsche vs Volkswagen drama has been the recent resignation of it’s CEO of 17 years, Wendelin Wiedeking. It could also be that Wiedeking was made to leave. It was a very sudden decision.
Opening Our Eyes
This article is about "sacred cows," "groupthink," "The Abilene Paradox," and "Tunnel Vision." These descriptors are used to identify how we tend to perpetuate things at work or at home that no longer serve us. The article presents some antidotes for these common problems.

Other lean thinking Related Articles

MAKING QUALITY PAY-OFF BIG!
Do you want to inch up the charts or do you want to leap? I think that is the greatest reason Lean-style thinking has develop Kaizan events. Focus on results and “LET’S GITTER DONE!”
Marketing your Black Belt, Lean Six Sigma Consultants
I believe that Lean Six Sigma Consulting has the greatest opportunity ever and in my terms, opportunity = NEED. What we need is the greatest transformation of efficiencies from know-how to implementation, and I think Lean Six Sigma is ideally suited to fulfill that need.
Making Lean Part of the Business Strategy
With the best of intentions, many companies fail to secure the desired results for lean manufacturing initiatives. Why? Because the lean initiatives are not part of the overall business strategy.
Working at Warp Speed in a Lean Turnaround!
A Lean Transformation in your company may be the best way to create the scenario you need for success. You need to instill processes, culture, manage events and work at warp speed. Lean has a structure that is well defined, a proven commodity that you can follow in a step by step basis.

Theory of Constraints + Lean + Six Sigma = Ultimate Improvement Cycle
What caught my interest in Bob's book The Ultimate Improvement Cycle is that recently there has been an added push from TOC disciples to bring TOC on an equal playing field as Lean and Six Sigma. I find it interesting because bottlenecks and constraints are an integral part of Lean and Six Sigma training but TOC has never seemed to be on an equal platform.
Building a Lean Healthcare Value Stream
Many or most Lean teachings come from the Toyota Production System - which is why it is common for Lean practitioners to assume that the thing being processed is a physical inventory item (like a car). But it doesn't have to be. Literally 99% of Lean concepts apply to ANY industry.
Power of Visual Thinking in your Visual Workplace
I think Visual Thinking is a powerful tool. For evidence, look at the tools I surround myself with, Value Stream Mapping, The Lean Marketing House and Mindmaps. I believe it is the most effective way to learn. As David said in his last paragraph of the blog cited above: "We're not all visual thinkers (though we all have the potential).
When Lean Thinking Fails
Most of us are familiar with the term "Lean Thinking." The technique for making continuous improvement has been around for nearly 30 years, and it produces remarkable progress in any organization when it is applied correctly. There are numerous examples of how a well-engineered Kaizen event can yield a more than 50% improvement in productivity in a single week. My observation is that there are nearly as many failures of lean programs as successes. This article outlines some reasons why.
There Are No Silver Bullets
Lean tools work, but work as they were intended when applied to manufacturing environments with a systems thinking, integrated action approach and when linked with a transformational process that addresses culture and leadership.
Advancing the Concepts of Lean Methodologies in Optimizing the Extended Sales Enterprise
Lean Management is a practice that assesses the expenditure of resources associated with any organizational process. If a step within a process does not advance the cause of creating value for the organization, it becomes a target for elimination. Most of us are well aware of the principles of lean manufacturing and lean thinking.
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