Monthly Archives: December 2011

The Lean Enterprise Institute (LEI) has posted on their website several of their past webinars on Lean / Toyota Production System.    http://bit.ly/sV4Ix6 This library is a good resource to learn about the basic tenets of Lean, ranging from Value … Continue reading →

Steve Denning writes an insightful article about the conflict that CEOs of publicly traded companies usually face:   focus on customers vs focus on shareholders.   Focusing on customers is probably the adequate choice for ensuring the company stays in … Continue reading →

Business Insider has posted a great collection of images summarizing significant events that happen each 60 seconds. http://read.bi/w1usgJ

Russ Aikman wrote a couple of great blog posts about defining value (in terms of what the customer is willing to pay for) and the distinction between value added and non value added activities, that is proposed in the TPS … Continue reading →

John Miller explains a great analogy of the TPS / Lean mindset, using a “towel” analogy. Could be a good alternative for the famous “chain analogy” used in TOC circles. http://bit.ly/vAhsNv

MG Siegler, of TechCrunch writes an excellent article about specifications, and how they have become irrelevant in the IT world.   In place of the spec, consumers now focus on simpler and more tangible things, such as “how fast the … Continue reading →

For those of us who are looking for alternative to traditional budgeting, Henrik Matterson gives some suggestions. http://bit.ly/vFWLns As you know, even if traditional budgeting seems to give a “sense of control” to management, it also has some negative implications. … Continue reading →

Bill Waddell shares a great story about a problem a toothpaste company was facing, related to shipping empty boxes (without tooth paste in it).   It shows how by just using the minds of people in the work floor, you … Continue reading →

An article in the Economic Times talks about different Theory of Constraints (TOC) implementation in India, in different companies and industries. http://bit.ly/vhwLqa

Bruce Urbin writes about five “invisible” things that you should check for, when being in management roles.   As Lloyd Nelson said:  “the most important figures that one needs for management are unknown or unknowable” http://onforb.es/rrKt1Y