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	<title>My Lean Transformation Blog &#187; Management</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>Future of Lean Thinking: The Making of Lean Manager</title>
		<link>http://viveknaik.net/management/lean-manager/future-of-lean-thinking-the-making-of-lean-manager/</link>
		<comments>http://viveknaik.net/management/lean-manager/future-of-lean-thinking-the-making-of-lean-manager/#comments</comments>
		<pubDate>Sat, 03 Dec 2011 02:17:53 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=380</guid>
		<description><![CDATA[“By three methods we may learn wisdom: First, by reflection, which is noblest; second, by imitation, which is easiest; and third by experience, which is the bitterest.”  &#8211; Confucius The Lean Manager is the lynchpin.  Without the right person and &#8230; <a href="http://viveknaik.net/management/lean-manager/future-of-lean-thinking-the-making-of-lean-manager/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/management/lean-manager/future-of-lean-thinking-the-making-of-lean-manager/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
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		<title>Mission Statement: What is the mission of Manufacturing Operations?</title>
		<link>http://viveknaik.net/lean-philosophy/my-thoughts/mission-statement-what-is-the-mission-of-manufacturing-operations/</link>
		<comments>http://viveknaik.net/lean-philosophy/my-thoughts/mission-statement-what-is-the-mission-of-manufacturing-operations/#comments</comments>
		<pubDate>Sun, 15 May 2011 22:29:15 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[My Thoughts]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=194</guid>
		<description><![CDATA[For sometime I have been trying to develop comprehensive mission statement which could be used for any manufacturing operations. It all started with the most basic requirement  of any operation: &#8221; Right the first on time&#8221; This did not encompass &#8230; <a href="http://viveknaik.net/lean-philosophy/my-thoughts/mission-statement-what-is-the-mission-of-manufacturing-operations/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/my-thoughts/mission-statement-what-is-the-mission-of-manufacturing-operations/feed/</wfw:commentRss>
		<slash:comments>3</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>
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		<title>Stand-Up Workstation</title>
		<link>http://viveknaik.net/lean-philosophy/stand-up-workstation/</link>
		<comments>http://viveknaik.net/lean-philosophy/stand-up-workstation/#comments</comments>
		<pubDate>Fri, 08 Apr 2011 10:30:10 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Philosophy]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=175</guid>
		<description><![CDATA[Finally I made my very own stand up workstation. We put it together using the top part of an old desk which had a slide-in keyboard, rest is made of scrap metal found in the plant.I am hoping this is &#8230; <a href="http://viveknaik.net/lean-philosophy/stand-up-workstation/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>4</slash:comments>
		</item>
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		<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>Aligning Business &#8211; Processes &#8211; People</title>
		<link>http://viveknaik.net/lean-philosophy/aligning-business-processes-people/</link>
		<comments>http://viveknaik.net/lean-philosophy/aligning-business-processes-people/#comments</comments>
		<pubDate>Fri, 19 Feb 2010 03:26:18 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[Lean Philosophy]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=118</guid>
		<description><![CDATA[This is a scene at most of the businesses where the Business goals very rarely affect the day to day processes that run the organisation or any changes in the process realign the goals to new scenario.  People are usually &#8230; <a href="http://viveknaik.net/lean-philosophy/aligning-business-processes-people/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/aligning-business-processes-people/feed/</wfw:commentRss>
		<slash:comments>0</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>
		<wfw:commentRss>http://viveknaik.net/lean-tools/standard-work/task-standard-work/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<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>
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