Lean Thinking: The Blurring of Physical and Knowledge Work

Posted August 3, 2017 | Leadership |
Agile Product Management & Software Engineering Excellence

What do Amazon, GE, Capital One, and Starbucks have in common? They and many others use Lean Thinking and practices to engage their employees in streamlining the work processes that create value for their customers.

About The Author
Daniel Jones
Daniel T. Jones is coauthor (with Jim Womack) of the books that exposed the performance leap made by Toyota (The Machine that Changed the World), defined how to follow their example (Lean Thinking), and demonstrated new ways of defining customer value (Lean Solutions). He is a missionary, coach, and speaker, and he and Dr. Womack are the Founding Chairmen of the Lean Global Network of 17 nonprofit institutes around the world, including the Lean… Read More
Steve Bell
Steve Bell is a Cutter Expert. Mr. Bell serves on the faculty of the Lean Enterprise Institute, and the Lean Global Network. He has published three books: Run Grow Transform, Lean IT and Lean Enterprise Systems. He is a recipient of the Shingo Prize for Operational Excellence, and coined the term “Lean IT.” Mr. Bell has championed the convergence and collaboration across technology communities (including DevOps, Agile, Scrum, ITIL, ITSM, COBIT… Read More
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