Manufacturing is where many Lean ideas were first developed—but lasting results never come from tools alone. This archive explores manufacturing through the lens of leadership, safety, culture, and systems thinking, drawing lessons from real plants, executives, and frontline experiences that still matter today.
From Toyota and NUMMI to modern aerospace, appliance, and industrial operations, these posts show how manufacturing excellence depends on respect for people, learning from problems, and designing systems that make the right work easier.
I've worked with a lot of companies whose primary operational strategy boils down to "cut costs". Others on Mark's blog have written about the many unintended consequences of cutting costs as a myopic strategy. But I'd like to share a trend among small manufacturers I've seen...
These Donald Trump hats (and hats for other candidates including Hillary Clinton and Jeb Bush) are made by a Newark company, Unionwear. Lean is their strategy and their production system. That’s how they are competing against China.
Going through some old files, I found an article that I wrote back in late 2005. I wrote it for somebody within our J&J Lean Healthcare circles, trying to help draw parallels to the idea that a hospital lab couldn’t just copy a “Lean layout” without also changing the way they work. I never published it
Mark's note: Today's post is by Paul Critchley and he raises important questions that I've seen in both factories and hospitals. Here's his post... As I've moved through my career and Lean journey, I've been blessed to have met and worked with some really fantastic people...
Mark’s Note: Today’s guest post is by Paul Critchley and while it shares a story from a manufacturing company, I could see a situation like this taking place in healthcare or in any large organization that doesn’t quite get what…
I’ve been studying and working with Lean for 20 years now and I love Lean because I’m still learning and getting better at this craft. I love seeing other people get excited about Lean when it’s new to them, when…
My friend Ryan, who works at a hospital in Canada, sent me a few pictures of an Industrial Engineering textbook that he used almost 20 years ago. He wrote: “I was cleaning up my upstairs when I came across a…
(And Might Not Even Be Real) TL;DR: People sometimes hope for the Hawthorne Effect, treating it like a positive driver of improvement. That was always misguided–because it would only imply short-term gains from attention, not better systems. And to make…
I hope you might have access to this interesting article from the Wall St. Journal: “Toyota Veteran Rises to Corporate Office From Factory Floor.” I was able to access it while logged out from my WSJ account. Mitsuru Kawai, pictured,…
When we introduce the idea of Lean to healthcare organizations, it’s very common for somebody (often a senior physician) to say something like, “But we don’t want assembly line medicine.” The implication is that assembly lines and factories are cold,…
TL;DR: A look back at Lean manufacturing training from 2002 reveals a familiar lesson: Lean succeeds when customers treat suppliers fairly, production schedules are stable, and improvement goes beyond tools to include respect, trust, and Kaizen thinking. Toyota’s approach–then and…
My blog will turn 10 years old in February 2015. You’re probably either thinking, “Wow, that’s awesome!” or “Get a life, dude.” :-) Here’s a look back at some of the posts from August 6 in past years… what was…
