In this episode, listeners will hear a piece from our Lean Leadership Certification as the Lean Solutions Academy.  I explain the difference between leadership and management, identify the five leadership actions, and define servant leadership.

In this short episode, I give an introduction to value stream mapping along with six steps to create a value stream map.  I also list the eight point future state criteria.

This episode was recorded as a webinar with Dorsey Sherman, Executive Leadership & Kata Coach.  We define and explore Improvement Kata in detail.

In this episode, I talk with Steve Kane, the Director of Customer Success at the Gemba Academy.  This was a recorded webinar from a few months back but is still very relevant today as we begin looking forward into 2021. Enjoy!

In this episode, Jack Kahler and I discuss why "cashing the check" and bottom-line impact is so important for lean initiatives.  We also discuss how to "speak the same language" as executive decision-makers when it comes to improvements and cost savings.  Jack can be contacted by emailing him at [email protected].

In this episode I talk with Dagmar Vlahos, Lean Professional at the University of New Hampshire about Lean in Higher Education.  We discuss their model for business improvements as well as the impact of covid 19 on her work at the university.

In episode 13, I discussed the importance of keeping things simple.  Then in episode 15, I gave a deep dive into keeping things visual.  In this episode, I talk about the final aspect of great lean cultures which is continuous improvement.  I give you three points to remember when developing a continuous improvement culture.

In this episode, I discuss the second area important in supporting a culture of continuous improvement; keep it visual! I talk about three points that are important to remember when it comes to keeping things visual.  Enjoy!

In this episode, we travel back to May of 2020 when Panos Efsta presented some great insights around the importance of curiosity and system thinking.  We also talk about TWI, Job Methods, and even Toyota Kata!

One of the biggest reasons people fail to maintain a robust lean system is their desire for complexity. This desire seems to be human nature. We begin simply enough, but then we add more and more levels of complexity until eventually, we have a system that takes far too long to maintain.When we are working with human beings, we must keep things as simple as possible or things will begin to fall apart.  In this episode, I give you three points to remember to help keep things simple.