Time has proven that the central problem with Lean management is that most senior leaders are not interested in it. They have many other ways to achieve their business goals without needing to think about Lean. Relatedly, sooner or later Lean always loses out to Classical management. Despite these two structural problems, Lean remains important because […]

Scroll down for how to subscribe, transcript, and more Joining us for Episode #475 of the Lean Blog Interviews Podcast is Joshua Kerievsky, the founder and CEO of Industrial Logic, one of the oldest and most well-respected agile consultancies on the planet.  Since 1996, Joshua and his global network of colleagues have helped people in […]

Click on image to enlarge. The image at right shows the problem that Lean, as well as its predecessor systems of progressive management, has been unable to overcome and may never overcome: The inability to displace de jure — except in rare cases, and for only a limited time. Sooner or later, de jure wins. The image shows the […]

Get ready to mark your calendars because we have an exciting announcement! Our KanConf series is back, and we can’t wait to share the details of our next event before the summer rush hits!   So, without further ado, we’d like to invite you to KanConf#4, which we’ll be happy to host in less than a […]

My enduring curiosity and passion for problem-solving led me to work on a problem that the principal leaders of the Lean movement either ignored or told me that it would be a waste of time. I could not ignore it and I did not see it as a waste of time. My view is that […]

“At every scope and scale, developing strategy together, pursuing strategy together, (agreement on) outcomes before solutions“ Last week I shared a picture (above), around which I built a new talk on Right to Left (the title of my 2019 book and 2020 audiobook). Not only did I enjoy bringing Right to Left up to date, […]

In a fast-paced business landscape where strategic agility is key, the Objective and Key Results (OKR) framework has emerged as a vital tool for organizations, teams, and individuals. This goal-setting structure facilitates establishing and managing strategic, professional, and personal goals, propelling enterprises toward their targets with clarity and focus. In this article, we delve into […]

Two of the principal teachings of Toyota-style kaizen is to think of cost problems in terms of processes and in non-financial terms such as time, distance, space, defects, quantity, turnbacks, etc. To be able to effectively think in non-financial terms, we were taught to understand the difference between value-added work, waste, unevenness, and unreasonableness. These […]

Project management is a role often misconstrued as merely an organizational position. While it’s true that project managers must be adept at coordinating resources and driving tasks to completion, their skill set extends far beyond these functions. A project manager’s role requires a blend of technical skills, business acumen, problem-solving ability, interpersonal finesse, and most […]

Let’s take the word “leader” to mean anyone in an organization who has management responsibility, beginning with supervisors and extending to CEOs. Most leaders have good intentions when it comes to doing their job, satisfying customers, and helping the organization prosper. Yet, even leaders with good intentions have a handicap: They possess inherited knowledge from the […]

This week’s episode of the “My Favorite Mistake” podcast features Mike Kaeding, the CEO of a company, Norhart, that designs, builds, and rents apartments. They are transforming the way this is done by incorporating technologies and techniques that have revolutionized other industries. This has resulted in improved quality and reduced cost of housing. Ultimately, they […]

Click on image to download file. Gaining the attention and commitment of CEOs for Lean management requires that we understand them. We think we do. In fact, we have long thought that we do. But in truth, Lean promoters, advocates, and practitioners never have. Even accomplished Lean CEOs don’t understand their peer CEOs. The many […]

Fifty years ago, the FAMULUS industrial robot was introduced by the German machine tool maker KUKA. This articulate-arm kinematics industrial robot with six axes was the first of many modern industrial robots. This design is nowadays still the most common type of industrial robot. Pre-industrial Robots The idea of machines doing manual labor is quite […]

Click on image to enlarge. After more than three decades, we know one thing for sure: Lean management (as well as TPS) has proven itself to be inadequate as a replacement for Classical management. Why? Because Lean has failed to offer business owners and corporate executives the things that they want and need most: The […]

Every Lean promoter and advocate knows that the adoption of Lean management is in business leaders’ interests, not against their interests. The interests encompass that of the business itself and all its stakeholders: employees (executive and non-executive), suppliers, customers, investors, communities, and even competitors. Yet, business leaders, over some 30 years, have delivered a clear and […]

After nearly 25 years of study, practice, and teaching Toyota’s management system and Lean management, it is time for a quick look back. Over the years I have found that many people are confused by my work because I am neither a pure Lean promoter nor a pure Lean critic. My body of work spans […]

Corporate financial distress — the so-called “burning platform” — has long been cited as the crisis necessary to propel a management team to adopt Lean management. Is it? In my book, Triumph of Classical Management Over Lean Management, I said: “Even Lean’s supposed savior, ‘the burning platform’ – a condition of severe financial distress – […]

Being a manager can be both stimulating and challenging. Transitioning from an individual contributor to a manager comes with the opportunity to influence decision-making processes, implement business strategies, and oversee organizational change initiatives. It can also increase the likelihood that you’ll make mistakes, as you take on greater responsibility and learn how to manage not […]

Dr. Carlos E. Pabon, History Department, Universidad de Puerto Rico, Rio Piedras What has been Lean’s contribution to business and society over the last 35 years? Has it been great or small? And for whom? I recently read a fabulously informative and beautifully written 1992 doctoral dissertation by Carlos E. Pabon, titled: “Regulating Capitalism: The […]

By Pascal Dennis (bio) Strategy begins with our strategic & philosophical Purpose, also known as True North. True North comprises: a “Hard” goal, usually entailing critical end-of-pipe measures, e.g. Revenue, EBIT, fatalities, and, a “Broad-brush” goal (hoshin), a few words defining our purpose, vision, commitment I encourage leaders to draw a picture of where we […]

Deming’s wisdom seems practical. But is it really? Deming ReassessDownload

Even on LinkedIn, you still see posts and comments asserting that the COVID-19 vaccines aren’t “real” and alleging that they do more harm than good. This is usually based on articles of questionable value and the author’s brother-in-law catching COVID-19 while vaccinated. Public health, however, warrants serious research and is not a matter of anecdotes. […]

Click on image to enlarge. For many years, certain people have proclaimed that Lean is a corporate strategy. In support of that claim, a book titled The Lean Strategy: Using Lean to Create Competitive Advantage, Unleash Innovation, and Deliver Sustainable Growth was recently published (click here to read my book review). But there are two things […]

Prior to around 1980, the leaders of large corporations had a strong affection for manufacturing operations — the part of the business that makes money for the company by producing the goods that people want and pay for. Operations was widely seen as a noble part of the company that employees were proud to be […]

“Every organization constantly deteriorates. And this is especially true of a business organization. It loses customers — through death, through change in location, through the lures of competitors. It loses its personnel from the same causes. Its physical equipment is constantly wearing out and becoming obsolete… It is the primary function of management to rebuild […]

Thanks to my book coach Cathy Fyock for the “Ask Me About My Book” coffee mug and for the coaching she’s provided along the way for The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation. She’s also provided me a button that she encourages authors to wear that says, “Ask Me About My Book,” […]

There is a continuing, decades-long, lamentation in the Lean community, that leaders do not understand Lean and that they misuse Lean for cost cutting which results in layoffs and other zero-sum outcomes. There is a belief that if only leaders understood the true intent of Lean, then they would adopt it and realize great outcomes […]

“…the outcome of any serious research can only be to make two questions grow where one question grew before.” – Thorstein Veblen in “The Evolution of the Scientific Point of View,” University of California Chronicle, Vol. X, No. 4, October 1908, pp. 395-416 Click on image to enlarge. The initial research question (purple), grows into […]

“OKR” stands for Objectives and Key Results. It is a strategic framework that organizations design to achieve goals and success. Companies often use OKR to define and track objectives and measure their outcomes. “Objectives” refer to desire goals and outcomes that every organization wants to reach, whereas “Key Results” are specific and measurable milestones that […]

For many years, a large army of dedicated people have toiled to sell Lean management to the top leaders of businesses. Many different approaches have been tried, yet all have yielded virtually the same results. In most cases, we have been unsuccessful in selling top leaders the entire management system. Success has been limited to […]

A fundamental feature of Toyota’s management system (and its derivative, Lean management) is the search for the truth. Why? In order to make real improvement – versus merely the appearance of improvement – one must know what is actually happening. And herein lies a problem: People often do not want to know what is actually happening. […]

Technical report writing is crucial in various professions, including engineering, computer science, and business analysis. These reports present complex information clearly and concisely, enabling readers to understand, evaluate, and apply the findings. Here, we provide a step-by-step guide on how to write an effective technical report. Understand the Purpose and Audience Before writing, clarify the […]

Toyota’s management system is built on the true premise, concluded deductively, that problems are integrant to humanity. Because problems diminish human happiness and threaten survival – whether in life or in business – methods must be developed to do two things: solve problems and assure human progress. The principal method used by Toyota is inductive […]

Understanding the dynamics of project management begins with the rudimentary question – what exactly is a project? A project, as formally defined, is a temporary endeavour with a unique goal and typically a pre-determined budget. However, this definition only scratches the surface of the comprehensive nature of a project. Let’s delve deeper to understand the […]