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Articles by Freddy Ballé

How to Develop Healthy Habits for Mindful Coaching

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By Michael Ballé, Freddy Ballé, John Shook, Josh Howell
| lean.org
by Lean Leaper August 17, 2020 August 17, 2020 | Comments (0) 0 Comments | Post a Comment | Permalink Developing mindful leadership that boosts problem-solving capability is central to lean, and a key theme of the upcoming Virtual Lean Learning Experience (VLX). Over the years LEI has been exploring this topic, and here is a roundup of resources about developing healthy leadership habits.
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Lean Thinkers Are Systems Thinkers

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By Amy C. Edmondson, Michael Ballé, Freddy Ballé, Richard Sheridan
| lean.org
Our first daughter was born on March 9, 1984, and a few weeks later, our whole little family went to see the pediatrician for her first well-baby checkup. We had a wonderful first appointment with our doctor. He taught us how he gave shots without tears. He also taught us that babies move their fingers to every syllable they hear until about a year old, thus it is important to communicate frequently with spoken words.
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Rethinking the Model Line

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By Michael Ballé, Freddy Ballé, James Womack, Jim Lancaster
| lean.org
It was love at first sight. The first time I met a model line I fell in love with it. In 1993 I was on a tour at a grimy car-parts factory in the US Midwest with Toyota TSSC advisors, who exposed me to the concept of the model line, which was pioneered in the late 1960s by Taiichi Ohno and the team he created to spread the Toyota production philosophy throughout the Toyota supplier group in Japan.
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Ask Art: Is there a formula to predict or evaluate the success of a lean implementation?

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By Michael Ballé, Art Byrne, Freddy Ballé, Jim Lancaster
| lean.org
This is a great question with many implications. Most people need some way to define success numerically; but what are the right metrics to look at? The ultimate goal for anyone running a business is to increase enterprise value. This still leaves you with the question of “as compared to what?”, and even then, the question remains: is it good enough? Or, should the result have been even higher if I did a better job on my companies’ lean turnaround?
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