Lean Enterprise Inst

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Lean Enterprise Inst

Lean Enterprise Inst

@LeanDotOrg

Our mission: make things better through lean thinking and practice. #LeanThinking #FutureOfWork #LearningOrganization #Leadership

Boston, MA Katılım Ocak 2010
515 Takip Edilen11.6K Takipçiler
Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Read the full article to understand how dimensional control operationalizes front-loading and turns downstream firefighting into predictable, high-quality outcomes. hubs.li/Q04h2Dnf0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Customers don't judge your product by your internal specifications. They judge it by what they can see, feel, and hear in the moment they interact with it. This is why dimensional control matters. Read more: hubs.li/Q04h170f0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
The divide is not between companies that adopt AI and those that don't. It is between leaders who understand their workflows and people, and leaders who will pay consultants to explain what their own teams already knew. hubs.li/Q04f_Dzq0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
95% of GenAI pilots have zero profit and loss impact. MIT research shows current enterprise AI efforts are failing to move the productivity needle. Yet 91% of executives still believe they will hit future targets. This is not optimism. This is denial. hubs.li/Q04g0r6C0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Can your leadership walk your end-to-end workflows and explain what is happening at each step? If not, adding AI will not fix. 80% of AI projects fail or make things worse. hubs.li/Q04f-LCb0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Modern vs. Lean Management: Where does your organization stand? Organizations that shift to lean management don’t just cut waste—they unlock engagement, speed, and learning. Learn How to Strengthen Your Management System: bit.ly/4usvr7U
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
John Shook explains why every lean transformation is unique—and why leaders can't rely on playbooks alone. Drawing from his experience coaching Starbucks, he reveals the critical first step: learning the situation deeply before prescribing solutions. hubs.li/Q04fV9NK0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Kaizen typically targets a single process. A production line. A service delivery flow. A specific value stream. Toyota's Woven City scales the concept to an entire urban system. Where does your kaizen stop? Read the article hubs.li/Q04fDL4M0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Two approaches to innovation: Traditional: Design → Test → Launch → Done Woven City: Design → Test → Launch → Learn → Adjust → Learn hubs.li/Q04fDYZL0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Hoshin Kanri: The Secret to Aligning Strategy & Execution Most organizations have big goals—but struggle to turn them into daily action. That’s where Hoshin Kanri comes in. Curious about how to apply it? bit.ly/49batC4
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Toyota's Woven City offers a compelling view of radical innovation in a lean organization. The experiment combines purpose-driven tech, real-world validation thru residents, & structured partnerships that multiply learning w/o bureaucratizing innovation. bit.ly/4urpx70
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Art Smalley spent 2 years experimenting with AI-powered problem-solving tools. His first attempt: 50,000 lines of code. A year later: 5,000 lines. Today: zero. Same quality. More flexibility. Far less overhead. hubs.li/Q04dTVBS0: hubs.li/Q04dVfx70
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Art Smalley spent decades accumulating knowledge about TPS. He had hundreds of files, years of consulting notes, and ideas for teaching tools he never built. The barrier was not expertise. It was administrative overhead. hubs.li/Q04dCkNL0: hubs.li/Q04dC7S10
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
This is how Art Smalley structures AI-assisted knowledge work. The technology did not replace his knowledge. It removed the administrative friction that kept his knowledge locked up. Standardized work for knowledge work. hubs.li/Q04dC3vF0: hubs.li/Q04dBYQR0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Toyota's Chief Engineer role works because the person responsible for the entire vehicle has formal authority over zero departments. They have to learn. From everyone. Read more hubs.ly/Q04dhhSJ0 Learn how to become a co-learning partner with LEI: hubs.ly/Q04dhpJd0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
If you're the only one walking away with new knowledge, you're not co-learning. You're extracting. This reflection worksheet walks you thru the 5 co-learning principles and asks: In your current relationships where is learning actually flowing both ways? hubs.li/Q04d0cjR0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
What does it mean to improve work together rather than to someone? Mark Reich offers 5 principles for co-learning partnerships that generate learning for both sides. Read the full article hubs.li/Q04d04pY0 Become co-learning partners with LEI: hubs.li/Q04d018n0
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Lean Enterprise Inst
Lean Enterprise Inst@LeanDotOrg·
Co-learning isn't reserved for executives and their coaches. Manager and team member. Coach and learner. Supplier and customer. Peer to peer. When both sides bring what they know ,you get solutions that actually stick. hubs.li/Q04cTLvR0
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