Lean management | Process improvement
Lean process improvement: Removing the waste
Learn how to streamline your business operations and improve efficiency with lean process improvement techniques.
Lean management | Process improvement
Makigami – the method for making the unknown known for process improvement
Makigami is a highly structured process map. The map visualises, analyses and communicates any business process. Learn how to produce one here.
Lean management | SOPs & work instructions
How ‘Standard Work’ reduces complexity
Before we know it all the good ideas lead to a form of paralysis. In this post I will argue that trick is to use ‘Standard work.’
Five barriers to Lean Management
These are the the five most significant lean management barriers to implementing lean in a company
Lean recruitment – don’t hire a gourmet chef to flip burgers
If something is difficult then you hire an expert, right? Not necessarily. You can often do with a lot less if you avoid making two common mistakes. Let’s call it lean recruitment.
Employee onboarding | Lean management | Process engagement | Process orchestration
How to delegate work effectively
Effective work delegation is a much-overlooked leadership skill. If you can’t delegate work then you can’t scale your time.
Lean management | Process improvement
A Big Push or a Continuous Improvement Process?
Most leaders have faced this question before. Your organization needs to change. Will you build a castle of sand or a sustainable transformation?
Lean management | Process orchestration
Checking your checklists (video)
Incredible examples of checklists having huge impacts on businesses. Learn how to do it yourself fast, with our video playlist.
Lean management | Process orchestration
4 myths about task checklists
A checklist is a simple, yet powerful tool to help us remember tasks. See how you may benefit from using checklists in many more places than you think.
Lean management | Process improvement
How to avoid daily routines taking over
Businesses often slow when they reach 20, 30 or 50 people. Why? This post argues that it happens when operations gradually consumes most of the time to lead. The company never becomes process-driven.