By Dr. Gwendolyn Galsworth


WHAT DOES GROWTH MEAN FOR YOUR COMPANY?

Our discussion continues, the center of which is the question: “What does ...

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THE TWO SIDES OF LEAN: FALSE RIVALS

The world of lean is grappling with sharp illogic that is creating rumbling ...

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RUNAWAY LEAN: LIMITED UNDERSTANDING – UNINHIBITED TWEAKING

Does lean have a hard-edge limit? When a company puts its foot upon the pat ...

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STANDARDS THAT SUPPORT WORKPLACE VISUALITY

For the past several issues, we have taken a walk through the forest called ...

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BORG THINKING: STANDARDIZING TOO SOON

In the last few issues of The Visual Thinker, we put the foundation in plac ...

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VISUAL STANDARDS: SEVEN POINTS

My last two articles in The Visual Thinker (Standards, Standardization, Sta ...

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BORG THINKING: VISUAL STANDARDS ARE NOT OUTCOME INSURANCE

Standards define what is supposed to happen at work, both in terms of produ ...

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BORG THINKING: STANDARDS… STANDARD WORK… STANDARDIZATION

While many companies produce impressive, lasting results, some pursue impro ...

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KENYA: MAGICAL PEOPLE/MAGICAL SKIES

Last week I wrote about the strong Kaizen gains that Kenyan companies have ...

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KENYA AND KAIZEN: A REMARKABLE ENCOUNTER

I’d like to tell you about my trip to sub-Saharan Africa. My first time. ...

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THE TRANSLATION OF INFORMATION INTO BEHAVIOR

The world of work shares a single basic transaction, used millions of times ...

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THE NEW 5S: OPERATOR-LED VISUALITY

The case has been made and the defense rests. Over the last few issues of T ...

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NEXT GENERATION 5S: THE POWER OF CULTURE

Our expedition continues. We are in search of a version of 5S that will pro ...

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5S: WHAT LIES BENEATH

In our current series on traditional 5S, the two last issues took a close l ...

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ROOT YOUR 5S AUDIT IN 5S PRINCIPLES

In last week’s issue of The Visual Thinker, I continued our discussion of ...

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