We stand on the brink of a technological revolution that will fundamentally alter the way we live, work and relate to one another. The Financial Services industry has seen significant change over the past nine years with unprecedented threats, increased competition, economic and market instability. It has adopted Lean thinking, with varying degrees of success, to help it overcome these obstacles which has ushered in a new way of working. But in 2017 the challenges remain and with statements like robotics can deliver “80% cost saves” commonly heard, it is no wonder many executives are examining how robotic process automation (RPA) can change the way they do business. This raises the question: is this the end of Lean in Financial Services or can technological innovations such as RPA enable a revolution of the Lean approach?
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Appreciative Inquiry (AI) is a well-established strength-based change approach with a proven track record. This article by a leading AI proponent and lean six sigma expert David Shaked outlines its key tenets and suggests that it can complement traditional lean methods, with the potential to create a more positive and sustainable context for continuous improvement.
Note that a new AI resource area has been created in Resources/Lean Library (Related tab)
“The trouble with us is that we’ve got no corporate memory.” I’ve heard this statement in various forms from a variety of different people I’ve worked with over the years. The starkest version came from a senior officer in a police force. He was referring to the fact that his...
The Seven Wastes of the Toyota Production System are part of the folklore of lean thinking and this article discusses the popular addition of an eighth one to the list. It argues that this is a counter-productive move and moreover suggests that a modern waste list should not be fixed or finite and that lean practitioners should be encouraged to develop their own list using the appropriate criteria in order to maximise the impact of identification and removal activities.
Lean management plays an essential role in the success of lean businesses. Without a willingness to adopt a lean leadership approach, companies will struggle to fully realise the potential of the implementation of lean, so managing lean businesses requires a fresh approach, with managers needing to be more than simply a ‘boss’. This article presents our five essential lean management qualities needed to make the lean journey successful.
Based on his Lean Competency System Level 3 Programme submission, this innovative article by James Lascelles provides an illuminating and thought-provoking perspective on lean using fractal thinking. He argues that the approach has several advantages, such as enabling a more rounded definition of lean, helping engender positive team work and engagement and can lead to more effective implementation at different organisational scales.
At the 2016 PEX & Performance Management Europe conference in Amsterdam, we ran an ‘interactive discussion group’ on the key enablers of sustainability. Participants were given 24 cards, each containing a potential sustainability enabler, that they had to rank in order importance. Sustainability was defined as when new ways of working and...