How do you create an organization where everyone is continuously learning, improving and remaining committed to its purpose every day? Leaders from various industries including healthcare, information technology, manufacturing and finance are constantly searching for the answer to this question.
Want to see lean where it got its start? The Ohio State University Fisher College of Business’ Master of Business Operational Excellence program is sponsoring a one-week “Genba in Japan” from May 12-19. The trip will offer an up-close look at how Japanese companies have succeeded in delivering superb quality at the right price, with short lead times, while ensuring high levels of employee and customer satisfaction. Sites include key suppliers of automaker Toyota – a lean manufacturing forerunner – and a range of other industries applying these principles.
Even the best organizations don’t see outside their four walls sometimes, and those in search of the big picture often turn to value-stream mapping. As a tool in the lean transformation arsenal, value-stream mapping is a tried-and-true approach to finding bottlenecks, redundancies and other problems in the product or service’s journey to the end customer. What far too few companies realize, however, is that value-stream mapping can be a great catalyst for changing leadership behavior to support and sustain a lean culture.
The Center for Operational Excellence at The Ohio State University Fisher College of Business is continuing to expand its membership roster with the addition of a specialty plastics maker based in the Cincinnati area.
A Columbus-area school district is turning to operational excellence to help drive efficiencies and funnel more dollars into the classroom, armed with a pledge of partnership with Fisher College of Business and hopes of help from a competitive state funding program.