Is it already 2018? I left my company Lean Interim behind while I was helping KPMG, as a Partnern in Management Consulting, to build up and grow their Business Transformation Business in New Zealand, Singapore, Thailand, Indonesia, Malaysia, Vietnam, Filipines, China and even back in Switzerland over the last 6 years. It was an amazing […]
Continue Reading → Sep 7
Aug 16
Last time I saw Danaher publishing their Danaher Business System was in their financial report 2002. Since then, the secret of the Danaher Business System (DBS) has been kept in secret (see article) . As Danaher is growing continuously it seems to be more and more difficult to control the communication online. Kollmorgen, a Danaher Company, […]
Continue Reading → Jul 19
For many years, we have been conducting lean audits for private equities during due diligence and fortune 500 companies for continuous improvements. 5 years ago the focus and the customer demand was on lean manufacturing audits to see the leanness current state before the transaction. This offers a measurement against the future state = the results of ongoing lean conversions and kaizens afterwards. […]
Continue Reading → Jun 17
This headline is taken from the harvard business review april 2010 [HBR2010]. It is an important message to all decision makers but even more important to all interim managers and lean practitioners as their constant companion in business life is change. How do you know? What should you do? How do you know? There are […]
Continue Reading → Feb 7
Are you aware of Danaher? No? Maybe you heard about Beckman Coulter, Matco, Sybron, Hengstler, Aaliant, Accu-Sort, Alltec, Armstrong Tools, Dexis, Dover, Fluke, Gilbarco, Hach Lange, Hydrolab, Instrumentarium Dental, KaVo Dental, Investech, Leica Microsystems, Leica Bio Systems, Portescap, Radiometer, Thomson, Veeder-Root or Videojet Technologies? No? I haven’t heard about them neither before I became the CEO and […]
Continue Reading → Jul 13
Autonomation, Respect for People and the 8th waste (mude) unused potential of employees are word trying to describe one of the main idea of LEAN Thinking and this is also key aspects to become a good Interim Manager. Enjoy this great ten minute video and you understand why:
Continue Reading → Mai 20
One of the main pillar for LEAN-INTERIM is to understand the main idea behind the Lean Management System. Lean Management is not about applying LEAN TOOLS – it is a way of thinking and interacting with the environment. The following table shows how LEAN MANAGEMENT must be understood as a prerequisite for its correct practice: […]
Continue Reading → Mai 10
On Page xxii of the introduction of „Hoshin Kanri: Policy Deployment for Successful TQM“, Yoji Akao is building the bridge between Deming’s plan-do-check-act and Hoshin Kanri: „What hoshin provides is a planning structure that will bring selected critical business processes up to the desired level of performance. Hoshin kanri operates at two levels: First, at […]
Continue Reading → Mai 8
Einer der Kernelemente des Lean-Interim wird in diesem Video sehr gut erklärt:
Continue Reading → Mai 4
Equivalence of LEAN PDCA and SIX SIGMA DMAIC
Continue Reading →