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Most change initiatives fail not because of poor intent, but because of poor system design. Here are seven specific mistakes that break change under operational pressure... and what to do instead.
“If I improve this process, am I improving myself out of a job?” It’s a question many won’t say out loud, but it shapes how people engage with Continuous Improvement. This blog tackles the uncomfortable truth behind that belief, unpacking where Lean/CI has been misapplied and why job losses are not an inevitable outcome.
Agile vs. Lean: what’s the difference, and does it even matter? In this article, we break down the real differences between Lean and Agile, why the debate is misleading, and how the best organisations blend both mindsets to build a stronger, more adaptive culture. Stop arguing over methods - start focusing on better thinking and behaviours instead.
In this article, we will explore the significance of abnormality at a glance, its role in problem-solving, and how it fosters new ways of thinking beyond the superficial implementation of lean tools.
As a follow-up to the first Gemba article, we now expand into what Gemba should really mean for organisations, and some simple ways that you can improve your organisation starting at the Gemba.
The word Gemba is a word heard a lot in 'improving' organisations, often to the dismay of many workers. We often find it has become another one of those 'lean tools' that we just have to do because... we have to. So what does it mean? Why has it become a chore? Lets begin to explore how perhaps the word Gemba can be so easily misunderstood.