By Dr. Gwendolyn Galsworth
WHAT DOES GROWTH MEAN FOR YOUR COMPANY?
Our discussion continues, the center of which is the question: “What does ...
THE TWO SIDES OF LEAN: FALSE RIVALS
The world of lean is grappling with sharp illogic that is creating rumbling ...
RUNAWAY LEAN: LIMITED UNDERSTANDING – UNINHIBITED TWEAKING
Does lean have a hard-edge limit? When a company puts its foot upon the pat ...
STANDARDS THAT SUPPORT WORKPLACE VISUALITY
For the past several issues, we have taken a walk through the forest called ...
BORG THINKING: STANDARDIZING TOO SOON
In the last few issues of The Visual Thinker, we put the foundation in plac ...
VISUAL STANDARDS: SEVEN POINTS
My last two articles in The Visual Thinker (Standards, Standardization, Sta ...
BORG THINKING: VISUAL STANDARDS ARE NOT OUTCOME INSURANCE
Standards define what is supposed to happen at work, both in terms of produ ...
BORG THINKING: STANDARDS… STANDARD WORK… STANDARDIZATION
While many companies produce impressive, lasting results, some pursue impro ...
KENYA: MAGICAL PEOPLE/MAGICAL SKIES
Last week I wrote about the strong Kaizen gains that Kenyan companies have ...
KENYA AND KAIZEN: A REMARKABLE ENCOUNTER
I’d like to tell you about my trip to sub-Saharan Africa. My first time. ...
THE TRANSLATION OF INFORMATION INTO BEHAVIOR
The world of work shares a single basic transaction, used millions of times ...
THE NEW 5S: OPERATOR-LED VISUALITY
The case has been made and the defense rests. Over the last few issues of T ...
NEXT GENERATION 5S: THE POWER OF CULTURE
Our expedition continues. We are in search of a version of 5S that will pro ...
5S: WHAT LIES BENEATH
In our current series on traditional 5S, the two last issues took a close l ...
ROOT YOUR 5S AUDIT IN 5S PRINCIPLES
In last week’s issue of The Visual Thinker, I continued our discussion of ...
