Joined January 2010
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There are two places a transformation can begin.
Eric Ethington's new article explains how LPPD thinking, built for product development, applies to any enterprise function: HR, Finance, Legal, Supply Chain. The framework is the same. The results are not. hubs.li/Q04l5qP20
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What Is the Real Work of Management?
It's not budgets, compliance, or performance reviews. It's creating purpose, designing better processes, and developing people.
Discover how to strengthen your management system: hubs.li/Q04l4T5S0
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Your lean transformation may be solving the wrong problem.
Most improvement work starts by mapping value streams, identifying waste, & fixing what exists. But it starts from a premise that limits how far you can go: value is already defined.
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Most improvement work operates in the 30%.
LPPD thinking asks organizations to work on the 70%. To treat transformation as a design problem. To define value before committing to how it will be delivered.
Read more
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Traditional lean improvement starts with value predefined. LPPD thinking goes further — asking leaders to define what value should be before acting. Eric Ethington shows how to apply product development discipline to enterprise transformation.
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If your organization is in cost-reduction mode, ask yourself: What opportunities are we leaving on the table? What could improve if we focused on unleashing capability rather than just cutting costs?
Read how Starbucks transformed its operations hubs.li/Q04k4JcX0
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Your strategy is sound. Your team knows what to do. But somewhere between knowing and executing, alignment breaks down.
The Lean Management Program closes it by embedding three integrated practices into how your organization actually works.
Learn more: hubs.li/Q04k8sJ10
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How do you grow aggressively—opening thousands of locations—while preserving what makes each store unique?
Read the full story hubs.li/Q04k42ld0
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Hoshin kanri is not about adopting a new planning process, It's about developing the leadership capability to align your org, execute w/discipline, & build the next layer of leaders.
That is exactly what the Lean Management Program teaches: hubs.li/Q04k3Fwt0
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What does 40 years at Toyota teach you about lean leadership?
That you never stop learning.
In the LMP, Rachel helps leaders build the capability to do exactly that—determine their organization's future through better management systems.
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Learn how Scott Heydon, trained to work with spreadsheets, learned to work with people and systems. Read the full story: "Coaching and Co-Learning — Connecting Strategy and the Gemba at Starbucks."
Read the full article at: hubs.li/Q04jCb-y0
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Read the full story of how three leaders—Scott, John Shook, and Josh Howell—pioneered lean practice at Starbucks and proved it could work at scale in a service business.
Read the full article: bit.ly/4uchOcq
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Kevin Nolan has led GE Appliances through a 15 year leanshoring transformation ... "What changed us is having more of a learning organization. The pride had to leave us. Pride is one of the worst things for creating a learning environment."
Read more hubs.li/Q04j05S_0
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"Moving offshore was a no-brainer — if you didn't have any brains, it was easy to justify it."
That's Jim Womack, founder of LEI, on three decades of manufacturing decisions that looked brilliant on a spreadsheet.
Read the full article: hubs.li/Q04j00Yj0
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Our May Leadership Learning Tour just wrapped in KY — 4 days at Toyota, GE Appliances, & Summit Polymers with 40 leaders.
Apply to join this fall: hubs.li/Q04hFjBs0
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The most effective transformations are driven by leaders who are deeply technical, who can simplify complex ideas, and who are willing to work side-by-side with engineers to solve real problems.
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If ur product development process consistently produces dimensional issues that get discovered during builds rather than solved during design, the problem isn't ur manufacturing capability. It's ur design approach & fixing it requires changing how u think.
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Jim Womack pays tribute to Orry Fiume, the exceptional CFO who transformed lean accounting at Wiremold and beyond. Unlike typical financial leaders, Fiume mastered shop floor details and reimagined how companies measure value and competitive advantage.
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Read the full article to understand how dimensional control operationalizes front-loading and turns downstream firefighting into predictable, high-quality outcomes.
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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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