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5 Counter Intuitive Elements of Lean

5 Counter Intuitive Elements of Lean

Posted on 26 April 2020 by Sarah Lethbridge

(or Lean is Weird) Relatively early in the lockdown, when the usually ever-bountiful supermarkets were ransacked by worried shoppers, leaving aisle upon aisle of bare shelves, criticisms of lean began […]

Cafés, Restaurants and Lean

Posted on 5 February 2019 by Sarah Lethbridge

Lean moves through sectors in waves.   It can safely be declared that the most mature application of lean thinking is within the automotive industry, the industry where it all began! Other […]

Economies of Scale vs. Economies of Flow

Posted on 24 October 2018 by Sarah Lethbridge

Often when I’m teaching, I find myself skulking amongst the middle ground of contrasting ideas. Sometimes I’m even perilously perched atop of a massive fence dividing two opinions. Sometimes I’m […]

Be Honest About the Gas Tanks – Openness and Customer Visibility

Posted on 18 September 2018 by Sarah Lethbridge

There’s something magical about businesses which understand that if you prioritise customer experience, the customers will come. Obviously this is a very simplistic way to look at the intricacies of […]

Human or Chatbot? Declare Yourself!

Posted on 23 March 2018 by Sarah Lethbridge

I’m watching the television right now and after the advert break the programme titles return and a large letter P looms in the top right-hand corner of the screen. Now […]

GDPR-ositivity

Posted on 23 March 2018 by Sarah Lethbridge

I heard the letters G, D, P and R together for the first time in April 2017 at a Breakfast Briefing that the Business School organised about the DVLA’s digital […]

Right to Left Technology Thinking

Posted on 23 March 2018 by Sarah Lethbridge

One of the first things I learned when I joined the Lean Enterprise Research Centre (LERC) in 2005 was the power of understanding that, as work is completed in organizations, […]

The Intangible Balance Scorecard

Posted on 23 March 2018 by Sarah Lethbridge

Since Robert Kaplan and David Norton’s hugely successful Balance Scorecard approach to strategic business management, first published in the Harvard Business Review in 1992, organizations have sought to measure a […]

Creating Organizational Cultures of Learning – Linked Learning Loops

Posted on 23 March 2018 by Sarah Lethbridge

“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. […]

Lessons in Innovation

Posted on 23 March 2018 by Sarah Lethbridge

The other week, I decided to take some time out and attend the Chartered Association of Business School’s Executive Education symposium. Like most of us, I had lots to do, including arranging early morning […]