101 Kaizen Templates
The Dark Side of Lean
Tips for Lean Managers
Subscribe by e-mail
Retail Values for Lean Leadership
The Global Food Waste Scandal
Hoshin Kanri as Both Strategy and Meta-strategy
The Neglected Art and Science of Organization (re)Design
Go to Gembanana
Building Excellent Systems: Top-down or Bottom-up?
10 Rules for Good Gemba Walks
Leaning Into 2012
The 5th Myth about the Respect for People Principle
Monitoring Agency Revises Date for Peak Lean
13 Questions to Assess Lean Competence in an Organization
Snowflakes, Structural Collapse and the Simplification of Lean
Lean: A Life of Mistakes by Cynical, Unreasonable People
Respect for Humanity, Now in 3D!
7 Amish Habits to Make You Lean and Wealthy
The Importance of Being Columbo
Dunbar's Number, Span of Control and Lean Organization Design
Lean Maturity and the Four Stages of Competence
Three Requirements for Managing by Fact
Leader Standard Work Overview Video
Don't Hate the Player, Hate the Game
The Importance of Metering the Smallest Losses
We Need Less FAKE Lean, More FAIL Lean
Who is Responsible?
11 Lean Strategy Insights from the Mind of Art Byrne
How to Drive Fear and Inaction Out of Organizations
Lead with Just the Power of Ideas
10 Mistakes in Starting Lean Enterprise Transformations
Why Salmon Would Fail at Hoshin Kanri
How to Motivate Front Line Workers
Andon Systems in a Land Where Red Means Go
The 12 Herculean Labors of Lean Leaders
Enhancing Total Management Commitment
How to Set Span of Control for Leaders
Where Old Dogmas Go to Die
The Necessity of Redundancy
The Three Indispensable Qualities of a Lean Leader
When to Shift from "Why?" to "How?"
Questions About A3 Problem Solving
Five Change Management Errors that Make You Wish You'd Read this Article Sooner
Are You a Million Method Man?
How to Use Lean to Achieve Bottom Line Results
The Positive Tension Between SMART and Stretch Goals
The Path, the Traveler and the Destination
The Advantages of A1 Thinking Over A3 Thinking
Management Improvement Carnival #83
No Excuses, Respect for People and Finishing Strong
The 5 Universal Laws of Gemba Management
Who Sets the Standard?
MBWA: Management by Watching the Actual
Seven Essential Qualities of a Lean Leader
Aquatic Life Forms and the Lean Organization
A Tortoise and a Hare Get Into a Potato Sack...
The Wizard of Oz School of Lean
Three Risks of Implementing Lean without Policy Deployment
I'll Take My Lean with Water, On the Rocks
Three Hoshin Habits for Effective Execution
How do You Say "'No problem,' is a Problem." in Romanian?
The Power of U
What is the Role of a Kaizen Promotion Officer?
9 Ways to Struggle at Hoshin Kanri
Leader Standard Work and Material Control
12 Leader Standard Work Questions to Ask on the Gemba
Plan Do Czech Act
Accountability for Continuous Improvement
Porque é que esta água fria?
10 Ways that Kaizen Develops Better Leaders
The Lean Workplace as Classroom
Kaizen Skills of an Operations Leader
How to Arrive at the Vital Few
The Essential Lean Blogosphere of 2008
Yaruki: The Will to Win Even in Tough Times
The PIT Factor in Change Management
Do You Want to Go Far or Go Fast on Your Lean Journey?
5 Seemingly Innocent Questions You Never Want to Hear in a Lean Deployment
The Wedge is the Simplest of Tools
The Lean Journey and the Long Path
Three Ways to Draw Future State Value Stream Maps
Continuous Improvement vs. Continual Improvement
Lean Strategies for Workforce Development in Manufacturing
Another Way of Learning to See
Visual Management that Doesn't Really Satisfy
The Seven Steps to Zero Thinking
Exploring the "Respect for People" Principle of the Toyota Way
Sustainability, the New Buzzword. But Is It Sustainable?
Lay First the Foundation of Humility
The Pros and Cons of Model Lines for Lean Implementation
Lean Management Means Shifting from PPT to PPS
The Three Habits Required for Built in Quality (Jidoka)
A3 Problem Solving as a People Development Process
Management by FACTS!!
Three of the Lessons Learned from Gemba's 2007 Hoshin Kanri
Thank You, Thank You, Sam-I-Am
Stumbling on the Lesser Category of Obstacles
Do You Understand the System of Profound Knowledge?
Top 10 Lean Education Mistakes (and a Few Recommendations)
Lean Specialists, Lean Generalists and the Benefit of Half-Persons
How the Skill Matrix Enables Downstream Pull
Job Breakdown Sheets for Teaching TPS
Three Key Points to Kaizen Your Communication
The Importance of "So What?" in A3 Kaizen
12 Quotes from Martin Luther King Jr. to Inspire Change
Q&A During a Recent Gemba Walk
Top 10 Improvement Tools Named After Lean Sensei
New Metric for Lean Leadership: MTBFTFTBF
Your Lizard Brain Wants to Help You Be Lean
Intuition, Information and the Toyota Production System
The Secret to Calculating Takt Time in Your Head, Fast
What Does the Observer Have to Do with the Observed?
Job Instruction for Lean Transformation Leaders
A Standard Way of Starting Your Day
How to Reduce the Distance Between Management and Gemba
Announcing the 5S Challenge Winners!
Zero Equals Seven in the Kaizen Mind
To KPO or Not to KPO?
Seek the Simple Solution from Many People
How to Use a Kaizen Newspaper
Ten Reasons Why One Piece Flow Will Not Work
What Would You Do If You Had No __?
The Best Visual Control in the World
A3 Report Title: PICK UP YOUR TOYS!!
What I Learned Today of Value
Skill Matrix Tutorial, Part 1
The Largest Room in the World
The Art of Nemawashi
The Kaizen Mindset Requires Starting with Scarcity
Build a Workplace You Can Be Proud Of
Give Me 60 Minutes and I'll Give You a Lean Transformation
How Do You Sustain Improvement?
Genchi Gembutsu at the Starbucks Coffee Company
How to Motivate People to Change, Part 3
How to Motivate People to Change, Part 2
How to Motivate People to Change, Part 1
Being an Improvement Agnostic
How to Put Kaizen into Your Culture
Hansei on Hansei
Dilbert Rips Six Sigma
Thankful but Dissatisfied
What is a Kamishibai?
Why Six Sigma is Essential for Kaizen Success
The Toyota Preparation System or the “Bank of Preparation”
Kaizen vs. Kaikaku
Reflection (Hansei) is the Noblest Teacher
Don't Talk to Us About Toyota
The View from the Other Side: Stop the Kaizen!
Operational Excellence Requires Kaizen and Respect for People
Copy + Kaizen = Yokoten
My Early Kaizen Days
One Sign of a Lean Culture: Kaizen or Get Out
What Experience Do You Have in My Industry?
Hoshin is 5S for Your Head
Workflow Design: Horizontal Handling vs. Vertical Handling
That's What I Call Cosmic Irony
I Mean It. Be Dissatisfied in the Work You Do
Error Proof the Pokayoke to Build in Quality
Getting in the Habit of Change
Kaizen Secrets of the Toyota Mind
Spending Money to Hinder Leadership
Copy This: How AIRSpeed Copies Kaizen Ideas
Kaizen Consultant Asks: "Why is this Here?"
Before Kaizen, Ask "If You Had Enough, Would You Know?"
Going Back to School for Hoshin Kanri
Kaizen Means Thinking "Now Things are the Worst Ever"
The Perils of Not Going "Genchi, Gembutsu" (On Site, With the Actual Things)
In Defense of Mr. Rogers
Skill Matrix Enables Suggestion System
Client tells Gemba: "We're Wasting Our Money by Paying You"
Design Process Around People
Lean Applied to Food Service
Small Companies Playing With Big Company Rules
Sitting Work vs. Standing Work in a Lean Manufacturing Workplace
Work Content for Line Leads
Three Useful Phrases for Kaizen
Developing Team Leaders through Kaizen
Notes from the Field: Implementation and Continuity Safety Nets
What About the 8th Waste?
Motivating Smart People to Learn about Lean
Kaizen Event Fait Accompli
The Perfect World or Our Ideal World?
The Power of Mapping
The Four Elements for Sustaining Kaizen
Value Stream Maps & Right Brain Thinking
TPM Metrics & Financial Impact
Ownership Generates Success
The Toyota Job Description: Follow Standards & Find Better Ways
Selling Autonomous Maintenance to the Machine Operator
Why Kaizen Teams Should Be Cross-Functional
Kaizen: Start with Production or "The Office"?
Flow Counterclockwise for a Good Reason
Making Standard Work Stick
Takt Time for Executives
Lean Fundamental: Do Today's Work Today
Kaizen Events Build Buy-in
Kaizen is Like Climbing a Mountain: Drive Stakes in Along the Way
Making Sense of Takt-Flow-Pull
Lean Practitioners Beware: You May be Tampering
Pockets of Improvement
Copyright Jon Miller 2003-2013 All Rights Reserved