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Long lead times for customer quotes were seen as a capacity problem, but were in fact a flow problem. Joacim Harrby shares the story of how one company moved from frustration and unpredictable ...
Joacim Harrby
When handovers are unclear, incomplete, or open to interpretation, work slows down and frustration builds up. This article is based on a real-world case from operations and follows one team as they ...
Joacim Harrby
Daily management is, in my experience, a misunderstood concept in modern operations. It is often treated as a fixed routine, a short meeting at the same time every day. But the real question is not ...
Joacim Harrby
I once watched a skilled and committed leader take on the responsibility for a major transformation. The ambition was high but unfortunately the support was missing. Management gave little clarity, ...
Joacim Harrby
In efficient systems, people spend their time creating value. In inefficient ones, they spend time trying to cope. What percentage of the work in your organization exists only to manage the ...
Joacim Harrby
Reducing lead time is a straightforward way to make customers happy and free up capital. While these primary goals are well-known, the secondary effects are where real transformation happens. In this ...
Joacim Harrby
Imagine arriving at a hotel after a long journey. You step into the reception area, but no one is there to greet you. There’s no one to check you in, answer your questions, or hand you a room key. ...
Joacim Harrby
by Joacim Harrby A path to sustainable flow orientation through involvement and training in small steps
Joacim Harrby