<?xml version="1.0" encoding="UTF-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>My Lean Transformation Blog &#187; Lean Manager</title>
	<atom:link href="http://viveknaik.net/category/management/lean-manager/feed/" rel="self" type="application/rss+xml" />
	<link>http://viveknaik.net</link>
	<description>A journey transforming people and proceses at a small manufacturing company!</description>
	<lastBuildDate>Mon, 16 Apr 2012 17:54:32 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=3.3.2</generator>
		<item>
		<title>Become a Good Manager: Starting with an Empty Glass</title>
		<link>http://viveknaik.net/lean-philosophy/become-a-good-manager-starting-with-an-empty-glass/</link>
		<comments>http://viveknaik.net/lean-philosophy/become-a-good-manager-starting-with-an-empty-glass/#comments</comments>
		<pubDate>Mon, 20 Feb 2012 01:41:38 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[Lean Philosophy]]></category>
		<category><![CDATA[My Thoughts]]></category>
		<category><![CDATA[lean manager]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=442</guid>
		<description><![CDATA[Only an empty Glass can be filled with something new. If your glass already full there is no place to learn new things. Thus you need to be able to free yourself from the pre-conceptions and ideas that clutter your &#8230; <a href="http://viveknaik.net/lean-philosophy/become-a-good-manager-starting-with-an-empty-glass/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/become-a-good-manager-starting-with-an-empty-glass/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Practicing Behavior Patterns are More Important than Tools</title>
		<link>http://viveknaik.net/lean-philosophy/practicing-behavior-patterns-are-more-important-than-tools/</link>
		<comments>http://viveknaik.net/lean-philosophy/practicing-behavior-patterns-are-more-important-than-tools/#comments</comments>
		<pubDate>Mon, 06 Feb 2012 02:38:35 +0000</pubDate>
		<dc:creator>Vivek Naik</dc:creator>
				<category><![CDATA[Lean Manager]]></category>
		<category><![CDATA[Lean Philosophy]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[My Thoughts]]></category>
		<category><![CDATA[Lean Management]]></category>
		<category><![CDATA[lean management system]]></category>
		<category><![CDATA[toyota kata]]></category>

		<guid isPermaLink="false">http://viveknaik.net/?p=419</guid>
		<description><![CDATA[Many companies fail to reach the success similar to that of Toyota as they randomly apply tools and techniques of lean. The right way as proposed in &#8220;Toyota Kata&#8221; is practicing the behavior patterns in our daily routine. This thought &#8230; <a href="http://viveknaik.net/lean-philosophy/practicing-behavior-patterns-are-more-important-than-tools/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://viveknaik.net/lean-philosophy/practicing-behavior-patterns-are-more-important-than-tools/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<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>
		</item>
		<item>
		<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>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>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>
		</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>
	</channel>
</rss>

