Are certain national cultures better suited to implement lean thinking? In this post, I reflect on the role of national cultures in the roll-out of a corporate lean program.
This post by Professor Kasra Ferdows and myself was featured in Planet Lean (The Lean Global Network Journal) last week. It suggests that organizations that implement lean move through four distinctive stages of lean maturity—each with its own challenges and opportunities.
Respect for the Bangalorian bus driver—who probably has the world’s toughest job. While I visit Volvo factories in Bangalore this week, I feel the pulse of a thriving city that literally bursts into the streets with all its energy. The traffic in India’s third largest city is straightforward d r e a d f u l. Continuous honking seems to be the most important trick to come ahead and stay alive. In this total chaos of noise, pollution, people and vehicles, I am surprised to find the traffic flowing surprisingly swiftly. How do the Bangalorians create flow of mere chaos?
[This post is an excerpt from my article “People at the wheel – Volvo’s lean journey” co-authored with Ebly Sanchez at Volvo, and freshly published in the Lean Management Journal.]