Planet Lean: The Official online magazine of the Lean Global Network
A CEO shows us the Obeya room in his hospital

A CEO shows us the Obeya room in his hospital

Carlos Frederico Pinto
November 15, 2017

VIDEO - The CEO of a cancer center in Brazil gives us a tour of the their obeya room, taking us through their strategy deployment and explaining how it supports their mission of reducing the burden of cancer.


Gemba guide: Carlos Frederico Pinto, CEO, Instituto de Oncologia do Vale - São José dos Campos, Brazil


Our obeya is something of a "living room" - it constantly evolves as the problems we face change. It is from the "Green Room" that we monitor our performance, track metrics, devise our strategy and then deploy it across the business.

Check out the video below, in which I show you the visual management boards we use and explain how the room works.


THE GEMBA GUIDE

Carlos Frederico Pinto photograph
Carlos Frederico Pinto is the CEO of Instituto de Oncologia do Vale, in Brazil

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Jim Womack discusses Uber and Airbnb
August 25, 2015
Jim Womack discusses Uber and Airbnb

WOMACK’S YOKOTEN – The sharing economy came with a very “lean” promise – underutilized resources made available to those who need them for a reasonable fee – but not all that glitters is gold.

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Predictable vs unpredictable work
February 6, 2020
Predictable vs unpredictable work

FEATURE – It is a common misconception that our work is too unpredictable to fit into a standardized approach. The author debunks this myth.

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The lean lessons from the United Airlines controversy
May 1, 2017
The lean lessons from the United Airlines controversy
Boaz Tamir on United Airlines

COLUMN – Last month a video surfaced of a passenger being forcibly removed from an overbooked United Airlines flight and the Internet went ablaze. What does this story tell us about the relationship between profitability and customer value?

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The power of process
November 1, 2021
The power of process

FEATURE – The introduction of a new process can be disruptive to an organization’s improvement efforts. But what if the process were designed to be lean from the start?

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