Situation: Nurse supervisors at a six-facility community hospital in Florida were heavily involved in Lean initiatives in clinical areas of the hospital. They had made great strides in reducing clinical waste through the application of 5S principles. However, these efforts … Continue reading →

Situation: Four junior partners at a large San Francisco-area law firm did excellent work and were in high demand, but weren’t building their books of business as quickly as they wanted. Each one knew that bringing in new clients was … Continue reading →

Situation: A NYC-based non-profit organization was growing rapidly—from 5 employees to 56 in less than one year. However, the extra staff didn’t alleviate the burden on the executive team, and in fact, decisions took longer than ever. Intervention: We realized … Continue reading →

Situation: Senior members of the operations group at a major biomedical device manufacturer didn’t have time to focus on their critical work, largely because they were spending too much time in non-essential meetings. Intervention: We conducted an “A3” analysis to … Continue reading →

Situation: The staff at a bureau within a large NYC municipal agency was struggling. Mayor Bloomberg and his no-nonsense Commissioner had raised expectations for responsiveness. But people had difficulty in finding information they needed, chronic interruptions undermined people’s ability to … Continue reading →