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Hoshin Kanri: cascading strategy across the organization
In many organizations, strategy formulation remains a solemn annual exercise. An executive committee withdraws for a few days, formulates a vision, sets broad orientations and presents the whole in a reference document distributed widely. Yet a few months later, the...
RECENT ARTICLES
Hoshin Kanri: cascading strategy across the organization
In many organizations, strategy formulation remains a solemn annual exercise. An executive committee withdraws for a few days, formulates a vision, sets broad orientations and presents the whole in a reference document distributed widely. Yet a few months later, the...
Change management and Lean Six Sigma: why tools are not enough
Lean Six Sigma initiatives rest on a solid methodological foundation. DMAIC, FMEA, mappings, root cause analyses, design of experiments: the toolbox is mature, structured, proven across all sectors. On paper, the rigor is flawless. Yet many projects get bogged down or...
Problem statement: how to avoid solving the wrong problem
In many organizations, as soon as a difficulty appears, the immediate reaction is to look for a solution. The problem statement is treated as a secondary, almost administrative step. Meetings follow one another, hypotheses circulate, action plans are built quickly....
The gemba walk: observing the field to understand performance
In many organizations, operational performance is still steered from the offices, through dashboards, reports and steering meetings. Decisions rely on consolidated data and on the reported word of intermediate managers. The distance between those who decide and those...
Lean Office: applying Lean to administrative services
In many organizations, continuous improvement initiatives remain associated with the image of the industrial workshop. Lean tools and optimization projects are perceived as practices reserved for production. Administrative services, by contrast, seem to evolve in a...