team

It’s hard to sound more jargony (yes, I made up that word) than oobeya, but its functionality for improving communication and collaboration for teams is unparalleled. And so, after IndustryWeek’s Jill Jusko described it in Obeya: The Brain of the Lean Enterprise, that opened the door for me to cover

  I’ve written about lean in the boardroom, and plan to write much more on the topic. I recently resigned my post at the Board of Directors of a privately-held company during its turnaround. Upon my planned departure, I wanted to share some of my reflections on this experience, as

Kaizen doesn’t literally mean a weeklong event with a cross-functional team for focused improvement. However, in many organizations, that’s what it’s come to mean. Regardless of your name for it – kaizen, kaizen event, Rapid Improvement Event, or something else – these focused kaizens are often a part of a

3 times in my career, I was able to knock down the cubicle walls. The end-result was always half-walls or low-walls, with high visibility across the room. Twice we actually bought the proper furniture to make this happen, although one time we literally cut the existing walls. Every time, people