IN THIS ISSUE:

• Beguiling truths, written by Peter Walsh

PRINCIPLES AND PURPOSE

• Shedding a light on efficiency: Lean is more than just a bunch of tools, but sometimes it takes a while to figure it out. Dave Kievet fully understood what lean is all about when US-based The Boldt Company was asked to enclose a hospital in 45% less time than initially scheduled.

IN THIS ISSUE

• Defining tools, written by David Ben-Tovim

PRINCIPLES&PURPOSE

• Tick-takt: tools in time: John Bicheno of the University of Buckingham is the author of The Lean Toolbox.

IN THIS ISSUE:

• One language, one system, written by Nick Rich

PRINCIPLES & PURPOSE

• World class, the world over: It’s all about effective communication.

IN THIS ISSUE:

• A system for learning, by Jacob Austad

PRINCIPLES & PURPOSE

• Home schooled: What does it take to develop a successful internal lean training programme?

IN THIS ISSUE:

• Stick to the principles, by Brenton Harder

PRINCIPLES & PURPOSE

• Hard, fast results: Quick, early and meaningful gains are critical to ensure the success of a lean implementation, says Gemalto’s Denis Becker.

IN THIS ISSUE:

• Better never stops, by Bill Bellows

PRINCIPLES & PURPOSE

• Back to basics: Deploy lean without a plan for culture change in place, and your implementation will be set up to fail.

IN THIS ISSUE:

• A missed opportunity, by Keivan Zokaei

PRINCIPLES & PURPOSE

• The future of supermarkets: A team of experienced researchers from Cardiff Business School and Cranfield University, in the United Kingdom, discuss the green strategy of Tesco, the lean champion of British grocery retail.

IN THIS ISSUE:

• Servants to the cause, by Joseph Paris

PRINCIPLES & PURPOSE

• Developing leaders at Toyota: Professor Jeffrey Liker, of the University of Michigan, discusses what real lean leadership is, offering insight into how Toyota develops its people.

IN THIS ISSUE:

• What the operator sees, by Gwendolyn Galsworth

PRINCIPLES & PURPOSE

• Bringing our processes to life: Klaus Lyck Petersen of Solar Group shares with LMJ the wholesaler’s lean journey, providing the points of view of three employees working in three of the company’s subsidiaries.