Lean is based on the creation of perfect value for the customer. It is said to be Lean’s core objective. As Sales and Marketing professional, you may think Lean has a limiting viewpoint of value. However, Lean has become successful for its ability to deliver recognizable value to the stakeholders. I addressed several of these Read More …
Where do you start with Lean? I decided to start with Management expert James P. Womack, Ph.D., the founder and senior advisor to the Lean Enterprise Institute, Inc., a nonprofit research, education, publishing, and conference company that he began in August, 1997, to advance lean thinking around the world. The intellectual basis for the Cambridge, Read More …
Traditional Lean practitioners equate Lean to waste reduction and problem solving (SWOT). New practitioners of Lean emphasize knowledge and strength building (SOAR). More information: A New Approach to Lean – Robert Fritz. and Strength–Based Lean and Six Sigma. I equate this to the fundamental difference between SOAR and SWOT. SWOT is the age-old concept of Read More …
In Robert Fritz’s, The Path of Least Resistance for Managers (In the new edition, Robert has added a chapter on Lean in the update) and calls it “The New Lean.” I am not ready to jump ship on old Lean quite yet, but I think you will find his approach rather unique and not without Read More …
The world has changed. No longer can we be selling like we thought of in the past. Now, it really takes a team effort. Our differentiation is less in the product/service we offer but more by the services and support that our organization delivers in the use of our product. The Discipline of Market Leaders: Read More …
My original gateway to Lean came from the systems thinking perspective developed by Peter Senge in The Fifth Discipline: The Art & Practice of The Learning Organization and Kaplan and Norton’s, The Balanced Scorecard: Translating Strategy into Action. In between Lean and Systems Thinking, I spent some time with Six Sigma because Jack Welch and Read More …