Guide
Practical Lean guide
36 of 40 articles
Fewer meetings, more production. A manifesto.
Your calendar is full, the line is waiting for decisions. Meetings are processes like any other, and just as full of waste. Here is a manifesto for clearing them out.
The best process in the world fails on a bad Monday
The method was right, the board was up, the standard was in place. Six months later everything is as it was. Lean rarely fails on the technology, almost always on the people. What that means for your leadership.
Three plants, one standard? Why copying does not work
In the lead plant, lean works; in the other plants it stays on paper. Why copying standards fails and how to transfer the principle instead of the template.
Why your lean programme quietly died, and how to bring it back to life
The posters are still up, the boards are empty, the lean department is fighting alone. I show where lean programmes really fail and how to restart honestly.
AI in the plant, without the hype. Where it pays off today.
Everyone is talking about AI, but in the plant the question remains: where does it actually help? I show which processes suit getting started, where to keep your hands off, and what must be clarified first.
KPIs nobody reads, and the one that changes everything
The KPIs hang on the board, the behaviour in the hall stays the same. Why that is, and how OEE, lead time and delivery performance become tools that teams use to steer themselves.
Consultant, interim or do it yourself? An honest decision guide
The lean manager has gone, plant management is overloaded, the programme is stalling. A consultant delivers a concept. An interim mandate delivers implementation. When each one fits.
From annual goal to shift, without losing anything along the way
The strategy sits on a slide in January and is forgotten by March. Hoshin kanri makes sure that a few goals carry the whole year, even without a staff department.
What a CEO should ask in the hall, and what better not
A walk through the hall is not yet a gemba walk. The difference lies in the questions you ask and in what you do afterwards. A guide for top management.