EuroLogistics Magazine – “Gemba za oknem” by Joseph Paris – November 2012
“Gemba za oknem” (Lean Management), by Joseph Paris published in the October/November 2012 issue of Eurologistics Magazine – in Polish.
“Gemba za oknem” (Lean Management), by Joseph Paris published in the October/November 2012 issue of Eurologistics Magazine – in Polish.

Lessons on Air Travel… Unlike most people I know, I actually enjoy flying. It’s mostly the result of an attitude that I project when taking a trip, coupled with an amount of planning and making sure I get to the airport well ahead of time. If there is a layover involved, I want a MINIMUM…
Imagine this scenario: A customer gives us an order, the factory produces the products, and the order ships, autonomously, without any management intervention. No meetings, no expedites, no shifting priorities, no direction setting. Like turning a key to start your car engine, it just happens. Sound like a dream? It’s not. Many companies have achieved…

You’ve launched your continuous improvement (CI) initiative. Product lines have replaced process villages. There’s more floor space. Supervisors and executives are closer to the gemba after experiencing 5S, visual factory and Managing for Daily Improvement. Standard work has made abnormalities more visible, and Six Sigma methodology has corrected problems that have plagued the operation for…

It’s Spring – finally. The Winter darkness has noticeably given way to longer hours of daylight. The cold and the snows are abating. The crocuses and early spring flowers are in bloom. It’s a pleasure to waken to the birds chirping. And a person can feel that Spring is just around the corner. That is,…
The directive was clear, “You have a week to find a way to defuse our ‘process bombs.” This was the challenge put out by the new Vice President at a Fortune 200 company upon inheriting a business process fraught with delays and errors.
In a recent podcast on PEX, Nigel Clements (advisor with UK-based non-profit Deming Forum) was asked: “The world of business contains a bewildering array of approaches to process improvement and process management. But sometimes it can seem like we’re having hardly any effect on business operations. So how can we improve the business of improvement?”
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