<?xml version="1.0" encoding="UTF-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>LEAN-INTERIM®</title>
	<atom:link href="http://www.lean-interim.com/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.lean-interim.com</link>
	<description>Portal für Lean Executives und Interim Manager</description>
	<lastBuildDate>Wed, 04 Jan 2012 09:37:16 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=3.3.1</generator>
		<item>
		<title>Business Mediation at a Glance</title>
		<link>http://www.lean-interim.com/mediation-overview/</link>
		<comments>http://www.lean-interim.com/mediation-overview/#comments</comments>
		<pubDate>Mon, 21 Nov 2011 09:06:25 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[and now to something completely different]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Mediation]]></category>
		<category><![CDATA[Respect for People]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=771</guid>
		<description><![CDATA[What is Mediation? Mediation is a process in which the parties to a dispute, with the assistance of a dispute resolution practitioner (the mediator), identify the disputed issues, develop options, consider alternatives and endeavour to reach an agreement. Another common wording for Mediation is Alternative Dispute Resolution (ADR) also know as Assisted or Appropriate Dispute [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/mediation-overview/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Apples success is a lean thinking organization</title>
		<link>http://www.lean-interim.com/apples-success-lean-thinking-organization/</link>
		<comments>http://www.lean-interim.com/apples-success-lean-thinking-organization/#comments</comments>
		<pubDate>Sat, 05 Nov 2011 14:47:33 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[Bildliche Vergleiche]]></category>
		<category><![CDATA[Business Ideas]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Hoshin Kanri]]></category>
		<category><![CDATA[Respect for People]]></category>
		<category><![CDATA[Value]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=742</guid>
		<description><![CDATA[Who can explain lean thinking &#8211; including empowerment of the people (automation), value stream responsibilities, Hoshin Kanri and problem solving -  better as Steve Jobs with his own words, not even mentioning any of the lean terms. Just great!]]></description>
		<wfw:commentRss>http://www.lean-interim.com/apples-success-lean-thinking-organization/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>lean conversion: defect level down to zero percent in 4 month</title>
		<link>http://www.lean-interim.com/carron-phoenix-lean-conversio/</link>
		<comments>http://www.lean-interim.com/carron-phoenix-lean-conversio/#comments</comments>
		<pubDate>Tue, 01 Nov 2011 16:28:45 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[Interim Management]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Lean und Interim]]></category>
		<category><![CDATA[Prozesse]]></category>
		<category><![CDATA[Lean Management]]></category>
		<category><![CDATA[Respect for People]]></category>
		<category><![CDATA[Toyota Production System]]></category>
		<category><![CDATA[Value]]></category>
		<category><![CDATA[VSM]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=702</guid>
		<description><![CDATA[One of our projects in Scottland came in September 2011 to an end. Our Customer Carron Phoenix improved from a defect level of 4% to 0% in 4 month. The service level increased. These results led to further savings along the value stream. The sales companies saved a few hundred thousand Euros on (safety, buffer [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/carron-phoenix-lean-conversio/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Lean Interim News: Redesign and regional focus</title>
		<link>http://www.lean-interim.com/lean-interim-news-redesign-and-regional-focus/</link>
		<comments>http://www.lean-interim.com/lean-interim-news-redesign-and-regional-focus/#comments</comments>
		<pubDate>Mon, 31 Oct 2011 17:43:07 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[and now to something completely different]]></category>
		<category><![CDATA[Lean und Interim]]></category>
		<category><![CDATA[Dietmar Dold]]></category>
		<category><![CDATA[Interim Management]]></category>
		<category><![CDATA[Lean]]></category>
		<category><![CDATA[Restrukturierung]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=683</guid>
		<description><![CDATA[The increasing traffic and global popularity of this site asked for the next step. From today on, posts in English only on lean interim.com. A professional redesign and our contact details of all of our three active regions: Americas, EMA and Asia Pacific. lean-interim.com in English only We started this blog with some articles in German [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/lean-interim-news-redesign-and-regional-focus/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Real lean thinker win in commoditized markets</title>
		<link>http://www.lean-interim.com/real-lean-thinker-win-commoditized-markets/</link>
		<comments>http://www.lean-interim.com/real-lean-thinker-win-commoditized-markets/#comments</comments>
		<pubDate>Mon, 19 Sep 2011 10:11:02 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[Lean Admin]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Prozesse]]></category>
		<category><![CDATA[turnaround]]></category>
		<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Dietmar Dold]]></category>
		<category><![CDATA[Lean Administration]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Respect for People]]></category>
		<category><![CDATA[Restrukturierung]]></category>
		<category><![CDATA[Value]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=603</guid>
		<description><![CDATA[Like death and taxes, commoditization of your products is a given. John Quelch offered a few tips in the Harvard Business Review Dec 14, 2007. But there is more to think about and act on: The focus of your lean activities needs to shift urgently! If you heard a manager blaming &#8220;commoditization&#8221; for failing to deliver [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/real-lean-thinker-win-commoditized-markets/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Danaher Business System culture overview revealed</title>
		<link>http://www.lean-interim.com/danaher-business-system-culture-overview-revealed/</link>
		<comments>http://www.lean-interim.com/danaher-business-system-culture-overview-revealed/#comments</comments>
		<pubDate>Tue, 16 Aug 2011 14:02:14 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[HOSHIN KANRI]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Lean und Interim]]></category>
		<category><![CDATA[Danaher Business System]]></category>
		<category><![CDATA[DBS]]></category>
		<category><![CDATA[definition]]></category>
		<category><![CDATA[Lean Management]]></category>
		<category><![CDATA[Respect for People]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=577</guid>
		<description><![CDATA[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, [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/danaher-business-system-culture-overview-revealed/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>supply chains (networks) compete, not companies</title>
		<link>http://www.lean-interim.com/supply-chains-networks-compete-not-companies/</link>
		<comments>http://www.lean-interim.com/supply-chains-networks-compete-not-companies/#comments</comments>
		<pubDate>Sun, 24 Jul 2011 10:59:38 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[Interim Management]]></category>
		<category><![CDATA[Lean Admin]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Lean und Interim]]></category>
		<category><![CDATA[Prozesse]]></category>
		<category><![CDATA[turnaround]]></category>
		<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Danaher Business System]]></category>
		<category><![CDATA[Lean]]></category>
		<category><![CDATA[Lean Management]]></category>
		<category><![CDATA[Respect for People]]></category>
		<category><![CDATA[Restrukturierung]]></category>
		<category><![CDATA[supply network]]></category>
		<category><![CDATA[Value]]></category>
		<category><![CDATA[VSM]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=564</guid>
		<description><![CDATA[The complexity of supply chains is constantly increasing. the words &#8220;supply networks&#8221; describe the situation better, nowadays. Most companies in countries like USA, Germany, Switzerland do not even produce more than 50% of the real net output ratio (vertical range of manufacture) anymore. If you buy a Porsche 911 or Boxter you will purchase 20% [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/supply-chains-networks-compete-not-companies/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Lean Audit going for the full monty</title>
		<link>http://www.lean-interim.com/lean-audit-going-for-the-full-monty/</link>
		<comments>http://www.lean-interim.com/lean-audit-going-for-the-full-monty/#comments</comments>
		<pubDate>Tue, 19 Jul 2011 08:06:15 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[HOSHIN KANRI]]></category>
		<category><![CDATA[Lean Admin]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Lean und Interim]]></category>
		<category><![CDATA[Prozesse]]></category>
		<category><![CDATA[due diligence]]></category>
		<category><![CDATA[Hoshin Kanri]]></category>
		<category><![CDATA[Lean]]></category>
		<category><![CDATA[Lean Administration]]></category>
		<category><![CDATA[Strategic Deployment]]></category>
		<category><![CDATA[Toyota Production System]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=558</guid>
		<description><![CDATA[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. [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/lean-audit-going-for-the-full-monty/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>&#8220;It&#8217;s not just individuals who burn out &#8211; companies do, too!&#8221;</title>
		<link>http://www.lean-interim.com/its-not-just-individuals-who-burn-out-companies-too/</link>
		<comments>http://www.lean-interim.com/its-not-just-individuals-who-burn-out-companies-too/#comments</comments>
		<pubDate>Fri, 17 Jun 2011 09:13:37 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[HOSHIN KANRI]]></category>
		<category><![CDATA[Interim Management]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Lean und Interim]]></category>
		<category><![CDATA[Prozesse]]></category>
		<category><![CDATA[turnaround]]></category>
		<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Danaher Business System]]></category>
		<category><![CDATA[Hoshin Kanri]]></category>
		<category><![CDATA[Restrukturierung]]></category>
		<category><![CDATA[Strategic Deployment]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=531</guid>
		<description><![CDATA[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 [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/its-not-just-individuals-who-burn-out-companies-too/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Critical Chain (CCPM) + Stakeholdermanagement = Projektmanagement 2011</title>
		<link>http://www.lean-interim.com/critical-chain-ccpm-stakeholdermanagement-projektmanagement-2011/</link>
		<comments>http://www.lean-interim.com/critical-chain-ccpm-stakeholdermanagement-projektmanagement-2011/#comments</comments>
		<pubDate>Wed, 15 Jun 2011 12:31:14 +0000</pubDate>
		<dc:creator>Dietmar Dold</dc:creator>
				<category><![CDATA[and now to something completely different]]></category>
		<category><![CDATA[Lean Admin]]></category>
		<category><![CDATA[LEAN THINKING]]></category>
		<category><![CDATA[Prozesse]]></category>
		<category><![CDATA[CCPM]]></category>
		<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Lernprozesse]]></category>
		<category><![CDATA[Projektmanagement]]></category>

		<guid isPermaLink="false">http://www.lean-interim.com/?p=514</guid>
		<description><![CDATA[Seit fast 20 Jahren bilde ich Projektmanager in unterschiedlichsten Funktionen aus. Vermittelte ich in den 90ern noch das Spannungsdreicke Qualität-Kosten-Zeit (was inzwischen durch Lean Methoden nachweislich wiederlegt wurde), so hat die Theory of Constrains einen starken Einfluss auf die Lehrinhalte genommen. Das Critical Chain Projektmanagement (CCPM) hat Einzug erhalten. Im CCPM wird stark auf den [...]]]></description>
		<wfw:commentRss>http://www.lean-interim.com/critical-chain-ccpm-stakeholdermanagement-projektmanagement-2011/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
	</channel>
</rss>

