It can be difficult to succeed in implementing Lean transformation and improve a company’s metrics over 10 percent. Particularly when managerial behaviours don’t follow this transformation. In fact, in a Lean environment, managerial behaviours and the company’s culture have to change in order to sustain results. Especially supervisors & team Leaders. Below is a list…
As the sun traverses the heavens ever higher with each and every day, winter has finally been forced to release us from its frigid embrace. With every passing day, the mud gives way to green grass, the trees burst with the youthfulness of light green leaves, fruit trees are in full blossom and abuzz with…
“It’s a Marathon, Not a Sprint”, by XONITEK’s Joseph Paris discusses the perennial problem of attempting to apply lean strategies, whilst failing to engage in honest conversations that ensure the company works in unison. Published in Lean Management Journal in the March 2014 issue. Download PDF
We have often heard of Lean being described as a “Journey, not a Destination” – in that the pursuit of an optimal business condition is what is important and that an ideal state is never to be realized. So how is it then that so many journeys are abandoned or fail to realize their potential…
“When the Bar Must Be Raised”, by XONITEK’s Joseph Paris. After a dramatic several years for motor giant Toyota, Joseph Paris suggests that the coveted TPS might be in need of its own Kaizen. Published in Lean Management Journal in the December/January 2014 issue. Download PDF
