There’s a pattern I’m seeing more and more in growing companies. They don’t know what to call the person handling operations. So they give them
I took some space this summer. A lot of people I work with took some space. Summer happened. Vacations happened. Kids were out of school.
I remember watching leaders visit the floor at Toyota for the first time. From a distance, it didn’t look particularly remarkable. They weren’t giving speeches.
When leaders talk about digital transformation challenges, the conversation usually centers on selecting the right technology, setting budgets, or creating implementation timelines. In my experience,
Elon Musk recently sat down with The Economist for a wide-ranging conversation about artificial intelligence, robotics, economics, politics, and the future of work. As is
When organizations reach out to me for help, one of the first requests I hear is, “We need better business process documentation.” They want standard
A recent Bloomberg article shared that Ford has been rehiring quality inspectors after AI fell short in replacing some of their work. I think this
If there’s one question I get asked more than almost any other, it’s this: “Where did Lean come from?” People usually ask because they know
One thing I’ve learned from working with growing companies is that success creates complexity. The systems and processes that got you here often aren’t enough
Most explanations of the Toyota Production System focus on Lean, Kanban, Just-in-Time inventory, and continuous improvement. While those tools matter, they often distract from the
As we wrapped up the second cohort of Ops Edge Academy, a clear pattern emerged. The companies were different. The industries were different. The teams
I spent the other week at EMP speaking with a room full of successful CEOs, founders, and leadership teams. Different industries. Different business models. Different
