IN THIS ISSUE:

PRINCIPLES & PURPOSE

  • Home schooled: What does it take to develop a successful internal lean training programme? LMJ visits the lean academies of aircraft manufacturer Airbus and facilities management specialist MITIE.
  • Charting the right course: Identifying the best way to acquire the knowledge you need to make lean work can be difficult. Joseph Paris provides a round-up of different forms of training and learning available.
  • The odd couple: Sceptical about the effectiveness of cross-sector learning? This account by Erasmus Medical Center’s Arie van den Boogart and Freek Dekker and AkzoNobel’s Gerard Luijten explains what a hospital learned from a paint manufacturer.
  • United we stand, divided we fall: R Narayanan introduces to LMJ readers the Clusters Initiative, which is helping Indian SMEs to lean out and become more competitive on the global stage.

SECTOR FOCUS: ARMED FORCES

  • A lean order of battle: Lean and six sigma have gotten to the US Marines too. Matt Daniel, formerly a major in the US Marine Corps and now Managing Director of Bizbatt Inc, explains the S-HIP approach to identifying and tackling gaps in capability and efficiency.

IT’S A LEAN WORLD: SPAIN

  • Adios waste!: This month, Lean Management Journal meets lean companies in Spain, and learns how the methodology is gaining momentum in the European country. The organisations featured in this special are 365.cafe, Magna Mirrors Espana, Estampaciones Bizkaia and Consorci Sanitari del Garraf.

LEAN DIARY

  • Spreading the good word: SCGM customers are now so happy with the company’s performance and so impressed by lean at the Serbian firm that some of them have decided to implement it themselves, says CEO Sandra Cadjenovic.

THE HEALTHCARE WATCH

INTERVIEW

  • The lowdown on lean: What better way to start LMJ’s 2013 than by interviewing one of the world’s leading lean gurus? Professor Daniel T Jones gives Roberto Priolo the latest update on the most important issues in lean.

BOOK REVIEW

LETTERS AND COMMENT

  • Contributions in this issue come from Keivan Zokaei and Donna Samuel, who analyse the need for an all-embracing institution for the advancement of lean globally, and from editorial board member Rene Aernoudts, who comments on an article appeared in the previous issue of the journal.