A Lamborghini & Process vs. System TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | I have encountered multiple scenarios in my career where upper management was under the impression that putting in fancy new systems and technology would dramatically boost productivity and the quickness …Continue reading →

Toyota Way Principle #4: Level Out the Workload TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | (This is the fifth post in a series about the 14 Principles of The Toyota Way.) As previously stated, the ideal process will have implemented continuous flow featuring time-balanced process …Continue reading →

Toyota Way Principle #2: Continuous Flow TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | This image, used as a depiction of a process with minimal waste, was first examined last week with regard to defining what lean is. This timeline shows an ideal state …Continue reading →

The #Masters: Masters Concessions and Concessions Stands TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | (This is the final post on the observed business operations of the 2012 Masters at Augusta National Golf Club.) I am absolutely infatuated with the speed at which customers are …Continue reading →

The 14 Principles from The Toyota Way TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | When I first started the Lean Blitz blog, I jumped right into the Lean wastes and initial discussion of the Lean tools. Looking back, what I should have done was …Continue reading →

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