Harvard Business Review
MAY 26, 2016
It involves replacing traditional mass manufacturing with “lean manufacturing” principles. Over the last thirty years, the lean approach — developed by Japanese automakers — has permeated the manufacturing sector in developed countries, but is much less commonly used in the developing world.
Chart Your Course
OCTOBER 13, 2016
To maintain a lean management environment without risking consistent layoffs, it’s important to cross train your entire staff to see if they might be a good fit elsewhere within the organization. Other Lessons From Manufacturing. Of course, when applying this to human assets, a person’s livelihood can be at risk.
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Deming Institute
OCTOBER 31, 2016
In 1979: A two-year management capability improvement program was implemented with the department and section managers specifying topics for operational improvement. And some people still today think of these ideas as limited to manufacturing operations.
Harvard Business Review
MAY 31, 2016
Operations in a Connected World. Back in the 1980s and 1990s, lean manufacturing was the Big New Idea and it seemed like everyone was learning new tools with Japanese names. He summarized the issue very simply: “We can automate mathematics, we can automate design decisions, but we cannot automate changes in human behavior.”
Harvard Business Review
SEPTEMBER 26, 2013
Rethinking the time-honored processes upon which our daily operations depended would require overcoming the complacency that pervades many large academic medical centers. We enlisted experts in operational effectiveness and service excellence, and both leaders and front line staff were trained on the principles of lean manufacturing.
Harvard Business Review
MAY 5, 2011
But that hasn't been the case at Danaher, DuPont, and Staples, which have continually improved their operations over many years, to the delight of their customers. Danaher, the $10 billion conglomerate of 600 manufacturing companies, got serious about process improvement after the surprising turnaround of a subsidiary in the mid-1990s.
Harvard Business Review
AUGUST 7, 2012
As a manufacturing company grows, it benefits from economies of scale and can focus teams of people on extracting the maximum productivity from its plant operations. To avoid this trap, the best service companies have routines that allow their people to benefit from the same sort of 'experience curves' as manufacturing workers.
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