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	<title>My Lean Transformation Blog &#187; My Learnings</title>
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	<link>http://viveknaik.net</link>
	<description>A journey transforming people and proceses at a small manufacturing company!</description>
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		<title>The Lean Journey: Motivation gets us started but only habit can keep us going</title>
		<link>http://viveknaik.net/lean-philosophy/the-lean-journey-motivation-gets-us-started-but-only-habit-can-keep-us-going/</link>
		<comments>http://viveknaik.net/lean-philosophy/the-lean-journey-motivation-gets-us-started-but-only-habit-can-keep-us-going/#comments</comments>
		<pubDate>Wed, 03 Aug 2011 02:59:19 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Philosophy]]></category>
		<category><![CDATA[My Learnings]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=320</guid>
		<description><![CDATA[I am always interested in how to get people started on their lean journey and also how different cultures and companies behave, learn and progress on their journey. What I have seen working in India and here in US is &#8230; <a href="http://viveknaik.net/lean-philosophy/the-lean-journey-motivation-gets-us-started-but-only-habit-can-keep-us-going/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/the-lean-journey-motivation-gets-us-started-but-only-habit-can-keep-us-going/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
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		<title>Pareto and Parkinson: Lean Project Management</title>
		<link>http://viveknaik.net/lean-philosophy/my-learnings/pareto-and-parkinson-lean-project-management/</link>
		<comments>http://viveknaik.net/lean-philosophy/my-learnings/pareto-and-parkinson-lean-project-management/#comments</comments>
		<pubDate>Mon, 30 May 2011 18:27:11 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[My Learnings]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=212</guid>
		<description><![CDATA[I got inspiration for this after reading the &#8220;4-hour Workweek&#8221; by Tim Ferriss. His advice on Productivity can be summarized by these two laws: Pareto Law- Limit tasks to the important to shorten work time (80/20) Parkinson Law- Shorten work &#8230; <a href="http://viveknaik.net/lean-philosophy/my-learnings/pareto-and-parkinson-lean-project-management/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/my-learnings/pareto-and-parkinson-lean-project-management/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Stand-Up Workstation : After 2 Weeks</title>
		<link>http://viveknaik.net/management/stand-up-workstation-after-2-weeks/</link>
		<comments>http://viveknaik.net/management/stand-up-workstation-after-2-weeks/#comments</comments>
		<pubDate>Fri, 29 Apr 2011 00:17:15 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Management]]></category>
		<category><![CDATA[My Learnings]]></category>
		<category><![CDATA[Visual Control]]></category>
		<category><![CDATA[leader standard work]]></category>
		<category><![CDATA[Lean Management]]></category>
		<category><![CDATA[lean management system]]></category>
		<category><![CDATA[stand-up workstation]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=181</guid>
		<description><![CDATA[There has been some progress with stand-up workstation experiment.  I have added few components that I manage on the wall next to the station. Above the worstation is the Mission and Key Performance Indicators for the Operations department. On the &#8230; <a href="http://viveknaik.net/management/stand-up-workstation-after-2-weeks/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/management/stand-up-workstation-after-2-weeks/feed/</wfw:commentRss>
		<slash:comments>5</slash:comments>
		</item>
		<item>
		<title>Gemba Walk: Mangement by Walking Around (MBWA)</title>
		<link>http://viveknaik.net/management/gemba-walk-management-by-walking-around-mbwa/</link>
		<comments>http://viveknaik.net/management/gemba-walk-management-by-walking-around-mbwa/#comments</comments>
		<pubDate>Sun, 08 Aug 2010 04:48:17 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Gemba Walk]]></category>
		<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[My Learnings]]></category>
		<category><![CDATA[gemba]]></category>
		<category><![CDATA[gemba walk]]></category>
		<category><![CDATA[Lean Management]]></category>
		<category><![CDATA[lean management system]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=60</guid>
		<description><![CDATA[What is a Gemba Walk? Gemba walk , in simple words is a form of &#8220;Management by Walking Around&#8221; (MBWA).  This is a very powerful tool as it is based on the fundamental principles of lean known as the &#8221; &#8230; <a href="http://viveknaik.net/management/gemba-walk-management-by-walking-around-mbwa/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/management/gemba-walk-management-by-walking-around-mbwa/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>How do we Learn?- The process and tools of Learning</title>
		<link>http://viveknaik.net/lean-tools/how-do-we-learn/</link>
		<comments>http://viveknaik.net/lean-tools/how-do-we-learn/#comments</comments>
		<pubDate>Mon, 26 Jul 2010 00:47:37 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[Lean Tools]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[My Learnings]]></category>
		<category><![CDATA[Standard Work]]></category>
		<category><![CDATA[leader standard work]]></category>
		<category><![CDATA[Learning]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=136</guid>
		<description><![CDATA[Actually a post &#8220;Learning to Learn&#8221; by Evan Durant inspired me to write this. This topic has always intrigued me and have read my share blogs posts, books to satisfy my curiosity. I would like to share my experiences and &#8230; <a href="http://viveknaik.net/lean-tools/how-do-we-learn/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-tools/how-do-we-learn/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Game Mechanics:An effective way to engage your people</title>
		<link>http://viveknaik.net/lean-philosophy/my-learnings/game-mechanicsa-effective-way-to-engage-your-people/</link>
		<comments>http://viveknaik.net/lean-philosophy/my-learnings/game-mechanicsa-effective-way-to-engage-your-people/#comments</comments>
		<pubDate>Wed, 14 Jul 2010 03:16:55 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[My Learnings]]></category>
		<category><![CDATA[Change]]></category>
		<category><![CDATA[game mechanics]]></category>
		<category><![CDATA[Lean games]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=128</guid>
		<description><![CDATA[Few months back I had an opportunity to attend one our customers &#8220;Training and Supplier trade show&#8221;. The event is held annually so that all the buyers and managers get to meet all the suppliers and see their offering and &#8230; <a href="http://viveknaik.net/lean-philosophy/my-learnings/game-mechanicsa-effective-way-to-engage-your-people/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/my-learnings/game-mechanicsa-effective-way-to-engage-your-people/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Lean Management &#8211; Driving force of Lean Transformation</title>
		<link>http://viveknaik.net/management/lean-management-driving-force-of-lean-transformation/</link>
		<comments>http://viveknaik.net/management/lean-management-driving-force-of-lean-transformation/#comments</comments>
		<pubDate>Mon, 16 Nov 2009 02:18:05 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Management]]></category>
		<category><![CDATA[My Learnings]]></category>
		<category><![CDATA[Standard Work]]></category>
		<category><![CDATA[Visual Control]]></category>
		<category><![CDATA[Lean Management]]></category>
		<category><![CDATA[lean management system]]></category>
		<category><![CDATA[toyota lean management]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=85</guid>
		<description><![CDATA[How many times have you successfully implemented change using lean tools only to realize, after few weeks or months, that the manager and other people  have either reverted back to the old methods or have found ways to circumvent the &#8230; <a href="http://viveknaik.net/management/lean-management-driving-force-of-lean-transformation/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/management/lean-management-driving-force-of-lean-transformation/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leader Standard work &#8211; A bite a day keeps audit away!</title>
		<link>http://viveknaik.net/lean-philosophy/my-learnings/leader-standard-work-a-bite-a-day-keeps-audit-away/</link>
		<comments>http://viveknaik.net/lean-philosophy/my-learnings/leader-standard-work-a-bite-a-day-keeps-audit-away/#comments</comments>
		<pubDate>Wed, 11 Nov 2009 05:54:16 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[My Learnings]]></category>
		<category><![CDATA[Standard Work]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=82</guid>
		<description><![CDATA[I was reading &#8220;Audit Vs. leader Standard Work&#8221; by Mark Rosenthal and I suddenly realized what potential we have created at our work place. Over the course of the year we have grown very fond of the audits. Especially for &#8230; <a href="http://viveknaik.net/lean-philosophy/my-learnings/leader-standard-work-a-bite-a-day-keeps-audit-away/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/my-learnings/leader-standard-work-a-bite-a-day-keeps-audit-away/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>5S- The Foundation of Lean Manufacturing</title>
		<link>http://viveknaik.net/lean-philosophy/my-learnings/5s-the-foundation-of-lean-manufacturing/</link>
		<comments>http://viveknaik.net/lean-philosophy/my-learnings/5s-the-foundation-of-lean-manufacturing/#comments</comments>
		<pubDate>Sun, 25 Oct 2009 20:08:57 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[5S]]></category>
		<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[My Learnings]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=73</guid>
		<description><![CDATA[5S is often misunderstood as just a mere housekeeping tool. Impact of having a successful 5S system is more profound than just keeping the place clean. 5S is the starting point of any lean transformation and forms a catalyst for &#8230; <a href="http://viveknaik.net/lean-philosophy/my-learnings/5s-the-foundation-of-lean-manufacturing/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/my-learnings/5s-the-foundation-of-lean-manufacturing/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
		</item>
		<item>
		<title>A Lens to View the Transformation – Shingo Prize Model</title>
		<link>http://viveknaik.net/lean-philosophy/my-learnings/a-lens-to-view-the-transformation-shingo-prize-model/</link>
		<comments>http://viveknaik.net/lean-philosophy/my-learnings/a-lens-to-view-the-transformation-shingo-prize-model/#comments</comments>
		<pubDate>Fri, 07 Aug 2009 03:22:18 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[My Learnings]]></category>

		<guid isPermaLink="false">http://myleantransformation.viveknaik.net/?p=56</guid>
		<description><![CDATA[The Shingo Model is a good lens to be used at high level planing of lean transformation at any company. <a href="http://viveknaik.net/lean-philosophy/my-learnings/a-lens-to-view-the-transformation-shingo-prize-model/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/my-learnings/a-lens-to-view-the-transformation-shingo-prize-model/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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