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	<title>Lean Connections, from Adam Zak &#187; jim womack</title>
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		<title>Lean Thinking. Lean Doing. Lean Education. At LEI, the Lean Enterprise Institute, the source of Lean thought leadership&#8230;and action.</title>
		<link>http://leanconnections.com/2011/lean-thinking-lean-doing-lean-education-at-lei-the-lean-enterprise-institute-the-source-of-lean-thought-leadership-and-action</link>
		<comments>http://leanconnections.com/2011/lean-thinking-lean-doing-lean-education-at-lei-the-lean-enterprise-institute-the-source-of-lean-thought-leadership-and-action#comments</comments>
		<pubDate>Tue, 18 Oct 2011 16:48:45 +0000</pubDate>
		<dc:creator>Adam Zak</dc:creator>
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		<category><![CDATA[Adam Zak Executive Search]]></category>
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		<category><![CDATA[CEO John Shook]]></category>
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		<guid isPermaLink="false">http://leanconnections.com/?p=1529</guid>
		<description><![CDATA[Are you a Lean Thinker? More importantly, are you a Lean Doer?  Then, think about this Lean career opportunity with LEI, the Lean Enterprise Institute&#8230; Education Manager Organization Background The Lean Enterprise Institute, Inc. founded by James P. Womack in &#8230; <a href="http://leanconnections.com/2011/lean-thinking-lean-doing-lean-education-at-lei-the-lean-enterprise-institute-the-source-of-lean-thought-leadership-and-action">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<title>Making Everyone Whole &#8211; from Jim Womack, Lean Enterprise Institute</title>
		<link>http://leanconnections.com/2009/making-everyone-whole-from-jim-womack-lean-enterprise-institute</link>
		<comments>http://leanconnections.com/2009/making-everyone-whole-from-jim-womack-lean-enterprise-institute#comments</comments>
		<pubDate>Fri, 06 Nov 2009 19:04:22 +0000</pubDate>
		<dc:creator>Adam Zak</dc:creator>
				<category><![CDATA[Adam Zak]]></category>
		<category><![CDATA[Change Management]]></category>
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		<category><![CDATA[jim womack]]></category>
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		<category><![CDATA[Operational Excellence]]></category>
		<category><![CDATA[optimality]]></category>
		<category><![CDATA[Pareto]]></category>
		<category><![CDATA[Respect for People]]></category>
		<category><![CDATA[stakeholder]]></category>
		<category><![CDATA[Sustainability]]></category>
		<category><![CDATA[Sustainable Enterprise]]></category>

		<guid isPermaLink="false">http://leanconnections.com/?p=812</guid>
		<description><![CDATA[Jim Womack&#8217;s newsletter this month, posted here, very clearly explores one of the underlying reasons that Lean or Operational Excellence initiatives are often difficult to sustain (and sometimes even get off the ground).  Every affected stakeholder -whether the executive leadership team recognize it &#8230; <a href="http://leanconnections.com/2009/making-everyone-whole-from-jim-womack-lean-enterprise-institute">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<title>Build Lean &amp; Operational Excellence Foudation During Times of Stress</title>
		<link>http://leanconnections.com/2009/build-lean-operational-excellence-foudation-during-times-of-stress</link>
		<comments>http://leanconnections.com/2009/build-lean-operational-excellence-foudation-during-times-of-stress#comments</comments>
		<pubDate>Tue, 12 May 2009 17:55:17 +0000</pubDate>
		<dc:creator>Adam Zak</dc:creator>
				<category><![CDATA[Adam Zak]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[economic downturn]]></category>
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		<category><![CDATA[jim womack]]></category>
		<category><![CDATA[Leadership]]></category>
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		<category><![CDATA[Lean Enterprise]]></category>
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		<category><![CDATA[lean principles]]></category>
		<category><![CDATA[management culture]]></category>
		<category><![CDATA[Ohno]]></category>
		<category><![CDATA[Operational Excellence]]></category>
		<category><![CDATA[Production]]></category>
		<category><![CDATA[Productivity]]></category>
		<category><![CDATA[Toyota Production System]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://leanconnections.com/?p=617</guid>
		<description><![CDATA[Continuously improving means just that. Nowhere is it written that when things aren&#8217;t so rosy it&#8217;s time to take a break from CI. If your corporate culture has any meaning at all, focusing on Operational Excellence is all the more &#8230; <a href="http://leanconnections.com/2009/build-lean-operational-excellence-foudation-during-times-of-stress">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<title>Time for Deep Lean</title>
		<link>http://leanconnections.com/2009/time-for-deep-lean</link>
		<comments>http://leanconnections.com/2009/time-for-deep-lean#comments</comments>
		<pubDate>Mon, 13 Apr 2009 20:38:41 +0000</pubDate>
		<dc:creator>Adam Zak</dc:creator>
				<category><![CDATA[Adam Zak]]></category>
		<category><![CDATA[Business Culture]]></category>
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		<category><![CDATA[core values]]></category>
		<category><![CDATA[jim womack]]></category>
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		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Lean Enterprise]]></category>
		<category><![CDATA[Lean Leaders]]></category>
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		<category><![CDATA[Organizational Culture]]></category>
		<category><![CDATA[Production]]></category>
		<category><![CDATA[Sensei]]></category>
		<category><![CDATA[Sustainability]]></category>
		<category><![CDATA[Toyota Production System]]></category>

		<guid isPermaLink="false">http://leanconnections.com/?p=545</guid>
		<description><![CDATA[A guest posting by Andrew Dillon Extraordinary times call on us to look again to the core of the Toyota revolution and how we can make it our own Strange things happen in a crisis. Consider, for example, that some &#8230; <a href="http://leanconnections.com/2009/time-for-deep-lean">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
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		<title>What Customers Value: Can (should?) General Motors Learn from Ryanair?</title>
		<link>http://leanconnections.com/2009/what-customers-value-can-should-general-motors-learn-from-ryanair</link>
		<comments>http://leanconnections.com/2009/what-customers-value-can-should-general-motors-learn-from-ryanair#comments</comments>
		<pubDate>Fri, 10 Apr 2009 17:03:49 +0000</pubDate>
		<dc:creator>Adam Zak</dc:creator>
				<category><![CDATA[Adam Zak]]></category>
		<category><![CDATA[customer problems]]></category>
		<category><![CDATA[excess fees]]></category>
		<category><![CDATA[general motors]]></category>
		<category><![CDATA[jim womack]]></category>
		<category><![CDATA[machine that changed the world]]></category>
		<category><![CDATA[restructuring]]></category>
		<category><![CDATA[revenue generators]]></category>

		<guid isPermaLink="false">http://leanconnections.com/?p=521</guid>
		<description><![CDATA[Two apparently unrelated (at first glance, anyway) e-mails I received this morning caught my attention. Jim Womack (Machine That Changed the World, Lean Thinking, Lean Solutions) wrote about how General Motors must repurpose itself before it restructures.  The idea, of &#8230; <a href="http://leanconnections.com/2009/what-customers-value-can-should-general-motors-learn-from-ryanair">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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