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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How to develop the product your customers want
June 22, 2016
How to develop the product your customers want

OPINION – When it comes to lean product development, it doesn’t matter whether you are making wine or motorcycles. Success comes from our ability to tell a story that engages our customers and a product they would line up for.

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Lean in SMEs
January 11, 2021
Lean in SMEs

FEATURE – SMEs represent the backbone of many economies, but few of them contemplate embarking on a lean transformation. The author discusses why and offers some tips to help them embrace lean.

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Start your change project with a concept paper
July 3, 2018
Start your change project with a concept paper

FEATURE – This article offers an exhaustive explanation of how to prepare a Concept Paper and why this is a tool that will help us to succeed in the execution of large change projects.

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Dan Jones on lean as a strategy to create better products
July 12, 2016
Dan Jones on lean as a strategy to create better products

FEATURE – This powerful article explains why we should place learning at the heart of our lean strategy to build better products – something Toyota has always done – and how management fits in the picture.

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