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	<title>My Lean Transformation Blog &#187; Lean Tools</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>Gemba Walk Checklist</title>
		<link>http://viveknaik.net/lean-tools/gemba-walk-checklist/</link>
		<comments>http://viveknaik.net/lean-tools/gemba-walk-checklist/#comments</comments>
		<pubDate>Tue, 16 Aug 2011 13:04:10 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Gemba Walk]]></category>
		<category><![CDATA[Lean Tools]]></category>
		<category><![CDATA[Checklist]]></category>
		<category><![CDATA[gemba walk]]></category>
		<category><![CDATA[Lean Management]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=330</guid>
		<description><![CDATA[Here is a version of Gemba walk check checklist that we used initially when we started with gemba walk. It has helped us to align our efforts to help the flow of products.  For this to work you would need &#8230; <a href="http://viveknaik.net/lean-tools/gemba-walk-checklist/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>4</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>
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		<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>
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		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Learning to see the change</title>
		<link>http://viveknaik.net/management/learning-to-see-the-change/</link>
		<comments>http://viveknaik.net/management/learning-to-see-the-change/#comments</comments>
		<pubDate>Wed, 04 Aug 2010 01:07:03 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Gemba Walk]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://myleantransformation.wordpress.com/?p=38</guid>
		<description><![CDATA[As a person who is leading a lean transformation project it is very likely you will sometimes be frustrated thinking nothing is working and people are not changing. Change is a process so subtle sometimes you need skill beyond normal &#8230; <a href="http://viveknaik.net/management/learning-to-see-the-change/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</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>Task Standard Work</title>
		<link>http://viveknaik.net/lean-tools/standard-work/task-standard-work/</link>
		<comments>http://viveknaik.net/lean-tools/standard-work/task-standard-work/#comments</comments>
		<pubDate>Mon, 25 Jan 2010 02:38:29 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[Standard Work]]></category>
		<category><![CDATA[leader standard work]]></category>
		<category><![CDATA[Task Standard Work]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=111</guid>
		<description><![CDATA[This is a simple tool that we used initially for the purpose of documenting sustaining the processes we had setup. It can also be used for aligning   processes to the top level strategy of the company. Most organizations will have &#8230; <a href="http://viveknaik.net/lean-tools/standard-work/task-standard-work/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<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>Realigning</title>
		<link>http://viveknaik.net/lean-tools/realigning/</link>
		<comments>http://viveknaik.net/lean-tools/realigning/#comments</comments>
		<pubDate>Mon, 18 May 2009 03:55:49 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Tools]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://myleantransformation.wordpress.com/?p=33</guid>
		<description><![CDATA[As we organize our shop floor and start identifying issues that interrupt the flow of products, we will need to be very organized to efficiently solve them. As I had mentioned in my previous post Scientific Thinking is very much &#8230; <a href="http://viveknaik.net/lean-tools/realigning/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-tools/realigning/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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