The Better Cambodia

Dec

By The Better Cambodia Blog No Comments

Why Sustainability Training Is Becoming Part of Everyday Business

When you sit with business leaders these days, there is a certain mix of curiosity and concern in the room. Everyone can feel that the world around them is shifting. Weather patterns affect supply chains. Energy bills behave unpredictably. Customers want clarity on where products come from and how responsibly companies operate. None of this feels abstract anymore. It shows up quietly in operational costs, planning cycles and even recruitment conversations. This is why more organisations are asking their teams to learn about sustainability in a practical, business focused way. Not as a theory, not as a compliance requirement, but as a skill set they genuinely need. At True North Lean, we see this every week. Teams who once spoke only about efficiency or cost now have questions about carbon footprints, waste streams and long-term resilience. It is a natural evolution in how companies think about their future. To support this, we offer training that helps people make sense of what sustainability actually means in a business environment. Many participants walk in feeling unsure where to begin, and they leave with a clearer view of the landscape. The sessions break down global issues into everyday realities. How resources are used, how waste travels through a system, how people in an organisation make choices without realising the ripple effect those choices create. It is eye opening for many because the concepts are not presented as pressure. They are shown as opportunities to strengthen operations. The learning style is interactive and conversational. People exchange stories from their own workplaces, point out odd habits they never questioned and begin connecting dots. Once they understand the basic pillars of sustainability, it becomes easier to see where their organisation stands and where improvements genuinely make sense. We encourage them to think small at first. A few thoughtful changes in processes often make a noticeable difference. Alongside this foundational training, we also offer another pathway for teams already immersed in Lean. This group tends to pick up sustainability ideas very quickly because Lean thinking already trains the eye to see what others miss. When they look at sustainability through that lens, things start clicking. Waste takes on a broader meaning, covering everything from excess electricity to unnecessary transport or poorly designed workflows that silently drain resources. The beauty of this approach is its practicality. Lean practitioners already know tools like root cause analysis, visual management or value stream mapping. During our training, they learn to adapt these tools to reveal environmental impact alongside operational performance. For example, a simple walk through a facility may uncover machines running longer than needed or materials being handled in ways that raise costs and environmental load simultaneously. These discoveries come from observation, not theory. Culture plays a huge role as well. Sustainability cannot grow if it sits in one department. It becomes part of the company’s rhythm only when everyday conversations begin to shift. Our training emphasises this. Teams learn how to bring sustainability into routine discussions, improvement meetings and decision making processes without making it feel heavy or complicated. Once people start noticing small patterns, they naturally suggest improvements. That is how real change begins. Why is all of this so important now? Because businesses are realising that sustainability is not a trend. It is part of long term risk management, brand trust and operational strength. Markets are changing faster than before, and companies with stronger internal capability will always adapt better. Training gives people the language, the confidence and the perspective they need to participate in that transition. At True North Lean, our role is simple. We help organisations build teams that can think clearly, work responsibly and look ahead rather than react late. Sustainability and Lean complement one another more than most people expect. Both are about noticing what others overlook and creating systems that work well over time. Companies that invest in this learning today are positioning themselves for a more resilient tomorrow. They gain employees who understand the bigger picture, leaders who can guide meaningful change and operations that run with greater awareness. In a world where expectations grow every year, that mindset makes all the difference.

Dec

By The Better Cambodia Blog No Comments

Rebuilding Strength A Quiet Story of Lean and the People Who Lived It

Presented at the True North Lean CXO Summit in Vietnam There are stories that come dressed in numbers and charts. Then there are stories that arrive quietly and stay with people long after the session ends. When Chalath Kongsuwan spoke in Vietnam during the True North Lean CXO Summit, his story felt like that. It did not try to impress anyone with complicated jargon. It felt more like a leader looking back on something his team went through together, a moment that changed the way they understood their work and one another. Chalath leads a large aerospace component facility in Thailand, a place where precision is not optional and delays affect aircraft manufacturers around the world. His experience runs deep, but even years in this industry do not prepare anyone for the shock of a sudden fire. It happened in 2023. One moment the plant was full of movement and rhythm, and the next the entire atmosphere changed. The kind of stillness that follows an unexpected event is something people remember for a long time. The Turning Point After the fire, many expected long downtime. Yet what happened next surprised even those inside the organisation. The team did not sink into uncertainty. They moved. Slowly at first, almost cautiously, and then with more confidence. What could have been a long recovery became one of the quickest the company had ever seen. Chalath described that period with a kind of calm appreciation. He remembered the faces of his team members, how they gathered without being asked, how small groups formed on their own to inspect areas, plan tasks or simply reassure each other. Lean was not a theory in that moment. It was a behaviour that rose naturally. The People Behind the Structure In the months that followed, the organisation created groups to guide the transformation. A committee helped keep the direction steady, but the real spark came from the people inside those groups. They were not chosen for their titles as much as for their willingness to step forward. Some focused on standard work, others on technical issues, others on communication. What mattered was that they supported each other. Something shifted. Teams that usually worked in separate sections began showing up in one another’s areas, asking questions, suggesting ideas and learning small details they never paid attention to before. It felt less like a formal structure and more like a community taking shape. Looking Closely at the Work Before improvement began, everyone spent time looking closely at the entire flow of work. People walked through the plant with a different kind of attention. They stood longer near machines. They watched how materials moved, how waiting built up silently, and how small obstacles grew into bigger delays. What they saw changed the way they felt about improvement. It was no longer something introduced from outside. It became something they wanted to fix because they saw how much potential was being lost. For many employees, this was the first time they truly saw their workplace from edge to edge, not just the area they were responsible for. Small Wins That Built Confidence Once they started improving, progress came from many directions. Some teams found ways to make cutting output smoother. Others worked on machine effectiveness in forging. Quality teams looked at how to reduce rework. Set up teams focused on reducing changeover time. Etching and finishing teams looked for places where small delays added up. None of these improvements looked dramatic on their own. But together they created a rhythm of progress. The atmosphere changed. People who had never spoken much started offering suggestions. Younger staff stepped up. Supervisors stopped sounding like supervisors and more like guides. That was when the transformation really rooted itself. Daily Habits That Held Everything Together What truly moved the culture forward were the habits that formed. The plant started its mornings by gathering around simple boards that showed what was happening that day. Conversations were short and honest. People pointed out what went well, what looked worrying, and what needed someone’s attention. Leaders walked the floor not to check compliance but to understand the work. They asked questions, listened and helped remove obstacles that slowed people down. A cleaning day also took place. It was not just about sweeping or rearranging shelves. It was a moment when everyone stopped thinking of the plant as separate sections and began to see it as one shared space. That day mattered more than many realised. It connected people in a quiet, genuine way. A Thought That Stayed With Every Listener At the summit in Vietnam, one sentence from Chalath stayed with the audience. He said that tools may improve a process, but only a shift in mindset changes an organisation. There was a stillness in the room when he said it. It sounded simple, almost too simple, but it felt true. After all, the story he told was not about perfect implementation. It was about people who decided to move forward even when the situation felt heavy. His message reminded everyone that Lean begins with people who care enough to look honestly at their work and at themselves. A Workplace Renewed by Its Own People Today the plant in Thailand stands stronger than before the fire. The recovery built a deeper kind of unity. People who once saw their roles as separate now see themselves as part of one shared effort. Communication flows easier. Collaboration feels natural. New ideas do not need encouragement to appear. They come on their own. The transformation is not a finished chapter. It continues, evolving with each conversation and each new problem that emerges. And that is perhaps the most powerful sign of all. A Lean journey is never complete. It grows as the people grow. A Story With Lessons Beyond One Plant Many leaders left the summit remembering not the technical details but the emotional truth of Chalath’s account. It showed that resilience grows fastest when people trust each other. It showed

Nov

By The Better Cambodia Blog No Comments

Know Your Lean Guru: Genichi Taguchi’s Quiet Revolution in Quality Thinking

Every once in a generation, someone steps into an industry and quietly rewrites the rules. Genichi Taguchi did exactly that. He was not a loud reformer, nor did he chase spotlight or status. Yet the ripple of his ideas still shapes how companies design products, develop systems and think about variation. In many ways, the modern emphasis on building quality into the earliest stages of design traces straight back to him. Taguchi’s life began far away from the factories and laboratories where he would later leave his mark. Born in Tokamachi, a textile town known for its kimono heritage, he grew up surrounded by craftsmanship and precision. His first ambition was to join the family business. But the turbulence of the 1940s pushed him in another direction when he was assigned to the Astronomical Department of the Imperial Japanese Navy. This unexpected detour exposed him to measurement, data and the discipline of scientific thinking. When the war ended, Japan was rebuilding almost everything—from infrastructure to industry. Taguchi found himself working at the Ministry of Public Health and Welfare, where he met one of the most important influences of his life, statistician Matosaburo Masuyama. Their conversations opened Taguchi’s eyes to the potential of designing experiments rather than relying on trial and error. His later work at the Institute of Statistical Mathematics and his involvement in improving penicillin production gave him practical experience in applying statistical ideas to real problems. Everything accelerated in the early 1950s when he joined the Electrical Communications Laboratory of Nippon Telegraph and Telephone. Japan at that time was hungry for industrial revival, and Taguchi found himself in an environment where every improvement mattered. Influenced by the teachings of W. Edwards Deming and surrounded by engineers trying to match Western innovation, Taguchi began refining the ideas that would later carry his name across the world. It was here that he realised something simple but profound: real quality is created long before a product reaches the assembly line. His international collaborations strengthened these ideas even further. During his fellowship at the Indian Statistical Institute, he worked closely with C. R. Rao and learned about orthogonal arrays, a concept that allowed engineers to run sophisticated experiments without drowning in complexity. His later interactions with John Tukey at Princeton and the eventual acceptance of his methods at Bell Labs turned what was once considered unconventional into a global practice. Companies like Ford, Xerox, Boeing and ITT became strong adopters once they discovered the cost savings and performance improvements Taguchi’s system could deliver. His Contributions That Changed the World of Industrial Quality Taguchi’s work often appears technical when explained formally, but the heart of it is surprisingly intuitive. A few of his major ideas include: The Taguchi Loss FunctionInstead of thinking that a product is fine as long as it sits “within tolerance,” Taguchi argued that any movement away from the ideal target creates a loss to society. Quality is not a pass-or-fail event; it has a cost curve. Off-line Quality ControlHe pushed industries to focus on the design stage rather than relying on inspection at the factory floor. When a product is designed correctly, everything downstream becomes smoother. Innovations in the Design of ExperimentsHis use of orthogonal arrays made experimentation faster, efficient and accessible to engineers who were not statisticians. He also introduced the idea of using an outer array to represent uncontrollable real-world factors, allowing engineers to test robustness before the product ever existed. These ideas helped organisations reduce variation, simplify decision-making and build products that performed consistently despite unpredictable environments. Recognitions and Honours Across the World Taguchi never worked for fame, yet recognition followed him throughout his career. His honours paint a clear picture of his global influence: • Deming Prize for Individuals (1960)• Willard F. Rockwell Medal of the International Technology Institute (1986)• Indigo Ribbon from the Emperor of Japan (1989)• Recognised as a “Quality Guru” by the British Department of Trade and Industry (1990)• Honorary member of the Japanese Society of Quality Control (1995)• Honorary Fellow of the Institute of Directors, India (1996)• Automotive Hall of Fame Inductee (1997)• Honorary member of the American Society for Quality and the American Society of Mechanical Engineers (1998)• Honorary President of the Robust Quality Engineering Society of Japan (1999) Each honour represents a different industry, yet all of them point toward one truth: Taguchi’s thinking broke through borders and languages because it solved universal problems. Books That Carried His Ideas Into New Generations Taguchi wrote and co-authored several influential works that helped thousands of engineers and quality leaders understand his methods more deeply. A few of his well-known titles include: Introduction to Quality Engineering (1986)Taguchi on Robust Technology Development (1992)Robust Engineering (1999)The Mahalanobis-Taguchi System (2000)The Mahalanobis-Taguchi Strategy (2002)Computer-Based Robust Engineering (2004)Taguchi’s Quality Engineering Handbook (2005) These books did not just teach techniques. They encouraged a mindset—one that challenges noise, variation and inconsistency by approaching design with calm, structured thinking. A Legacy That Still Shapes How We Build and Improve Genichi Taguchi’s influence continues to live inside every modern quality system, even when people using those systems may never have heard his name. His legacy is not simply statistical tables or formulas. It is an idea:Quality is created with intention, not by chance. And that single belief has helped industries save billions, improve reliability, protect consumers and shape the philosophy that Lean practitioners apply every day. Taguchi remains one of the most important pioneers of quality engineering, a quiet mind who changed how the world thinks about designing for excellence.

Nov

By The Better Cambodia Blog, Case Study No Comments

Building a Culture of Sustainable Excellence: Insights from Dave Becnel at the True North Lean CXO Summit, Ho Chi Minh City

There are speakers who share concepts, and then there are speakers who share clarity. When Dave Becnel, VP Quality Vietnam at Techtronic Industries TTi, addressed the audience at the True North Lean CXO Summit in Ho Chi Minh City, he offered something far more valuable than theory. He shared a grounded perspective on how sustainable excellence is truly built inside an organisation. His message was simple but powerful. Lasting performance comes from people who are capable, confident, and trusted to take ownership of their work. Dave’s long journey through engineering, production, Lean promotion, manufacturing, and quality leadership has given him a deep understanding of what makes operations thrive. His experience is not academic. It comes from years of supporting teams, fixing processes, and building systems that continue working even when no one is watching. Self Reliance The Heart of Sustainability Dave began by highlighting one of the most overlooked truths in manufacturing. Production teams must be able to manage their own lines. In many factories, support departments become crutches. Lean teams, quality controllers, and engineers often step in to solve issues that the frontline should be capable of handling. This does not empower people. It weakens the culture. True sustainability starts when production teams understand their process and can control quality, safety, cost, delivery, and improvement on their own. This mindset builds responsibility. It builds pride. And over time, it builds a culture where problems are solved at the source instead of being passed from one department to another. Highly Capable Lines The Foundation of Operational Excellence Dave emphasised that sustainable excellence depends on building highly capable production lines. These are lines where flow makes sense, ergonomics protect workers, equipment is reliable, and quality is designed to be right the first time. When these elements come together, the line becomes stable. Operators feel in control. Leaders stop firefighting and begin focusing on real improvement. But achieving this capability rarely happens if improvement begins only after mass production starts. Many organisations wait for problems to appear before looking for solutions. By then, waste is expensive and change becomes disruptive. 3P A Better Way to Build Excellence Dave introduced a concept that many organisations underestimate. The Production Preparation Process or 3P. Instead of separating design, industrialisation, and mass production into different phases, 3P brings everyone together early. Designers, engineers, pilot teams, and frontline operators sit together, explore options, and shape the process before it becomes permanent. This early collaboration eliminates waste before it ever reaches the production floor. It helps teams design processes that are safer, simpler, more ergonomic, and more cost effective. It also helps operators feel deeply connected to the process because they helped create it. Dave shared that real margin growth happens here, not after the line is already running. When waste is prevented instead of corrected, operational excellence becomes much easier to sustain. Leadership Sets the Tone At one point in his session, Dave pointed out something that every senior leader should reflect on. Frontline sustainability mirrors the discipline of the boardroom. If leaders do not prioritise stability, clarity, and support, the frontline will struggle to maintain improvement. But when leaders consistently model the behaviours they expect, the entire organisation follows that example. A culture of excellence needs strong expectations from the top and strong empowerment at the bottom. When those two forces meet, sustainability becomes natural. Problem Solving Keep It Simple Keep It Together One of the most human parts of Dave’s presentation was his reminder that problem solving does not need to be complicated. Fancy tools and complex methodologies are not the answer. What matters most is getting the right people in the same room and working through the issue with discipline and honesty. Simple formats like 4C or RCCA are often enough to solve even serious problems when they are used correctly. The key is clarity. Teams must understand the real problem. They must understand the real root cause. And they must agree on how to prevent it from returning. When organisations commit to this kind of simple, shared thinking, improvement becomes much faster and far more consistent. Three Lessons That Stay With You Dave wrapped up his presentation with three lessons that apply to any organisation striving for lasting excellence. Empower people first Self reliant teams build ownership and pride. When people feel capable, sustainability follows naturally. Build production friendly designs Cross functional collaboration during preparation and design prevents waste, improves quality, and creates margins before production begins. Use simple problem solving Strong teamwork and simple tools used with discipline can solve most issues faster than complex methods used without understanding. A Message That Will Influence Leaders For Years The True North Lean CXO Summit brought together leaders from across Asia who are shaping the next chapter of operational excellence. Dave Becnel’s message stood out because it was real. It was practical. And it reminded everyone that improvement begins and ends with people. In today’s world of technology and automation, his presentation was a timely reminder. Sustainable excellence does not come from tools. It comes from cultures built on trust, clarity, and shared ownership. When people are empowered to control their work and leaders support them with discipline and consistency, organisations do more than improve. They transform.

Nov

By The Better Cambodia Auto No Comments

Smart Lean and the Real Story of Digital Transformation

Presented by Ian Gray at the True North Lean CXO Summit Most factories today are filled with conversations about AI, dashboards, automation, and digital transformation. But if you step onto the shop floor and watch how work truly happens, the story is very different. Machines run, stop, and start again. Operators juggle tasks. Supervisors search for the right information. And amidst all this, many expensive digital tools remain untouched. That gap between ambition and reality is where most transformation efforts begin to fall apart. This was the heart of the message delivered by Ian Gray at the True North Lean CXO Summit. His session did not romanticize technology. Instead, it brought forward a truth that many leaders feel but rarely say out loud. Technology is not failing us. We are failing to prepare ourselves to use it meaningfully. The world may be excited about AI, but factories are still struggling with something as basic as accurate and consistent data. When Truth Hits Hard Ian opened his talk with numbers that made the room go quiet. Most AI initiatives stall. Many pilot projects never show financial results. And across many industries, the biggest complaint is not about algorithms or computing power. It is about unreliable data and unclear problem statements. What shocked people most was his remark that a simple Excel sheet often performs better than a sophisticated platform. Not because Excel is magical, but because operators know how to use it and trust what it tells them. This is the part leaders often forget. A tool is only as powerful as the culture, clarity, and capability of the people using it. Everything Begins at the Gemba Ian repeatedly emphasised the importance of the gemba. The real work happens beside machines, not in meeting rooms. If a digital tool does not solve a real pain point at the gemba, it becomes another abandoned experiment. When operators do not find it useful, it disappears quickly. When supervisors cannot rely on the information, it loses value. And when frontline teams do not feel ownership, no transformation will ever last. The foundation of Smart Lean is simple. Start by understanding the real problem deeply. Determine if it actually needs technology. And if it does, choose the simplest digital tool that supports the work without complicating it. Quality of Data Matters More Than Quantity One of the points that resonated strongly with many attendees was Ian’s perspective on data. In many factories, leaders believe collecting more data will automatically help them make better decisions. But without structure and discipline, more data only creates more confusion. Ian shared the example of downtime tracking. Before the digital solution, operators filled out manual sheets that often got lost or filled incorrectly. Supervisors waited too long for insights. By the time the data was compiled, the moment for action had already passed. A simple tablet-based capture system changed everything. Suddenly, insights were immediate. Operators could see patterns right away. Supervisors could take action before issues grew. The solution was not glamorous, but it was exactly what was needed. The Real Power of People A major theme in the session was the idea that people, not machines, remain the most intelligent part of any operation. Operators understand context. They sense irregularities. They can interpret signals that no sensor or algorithm can read. They use intuition built over years of hands-on experience. Technology has its own strength. It handles structured data at a scale no human can manage. It identifies deviations quickly. It performs repetitive tasks consistently without fatigue. Ian made it clear that smart factories are created not by replacing people, but by combining human judgement with digital assistance in a balanced way. Knowing When to Digitize Ian encouraged leaders to be thoughtful when choosing which processes should be digitized. Not every task needs AI or automation. Some tasks benefit more from simple checklists, visual controls, or manual verification. Others truly require the speed and structure that technology offers. His example of document analysis made this point clear. Reviewing large volumes of compliance documents manually took hours and carried high risk. When digital tools were introduced to ingest, translate, and extract critical information, they immediately reduced workload and improved accuracy. This was a place where digitization genuinely made sense because it amplified human capability. Early Signs a Project Is Heading in the Wrong Direction Ian shared warning signs that often show up early, long before a project officially fails. If a company buys technology before clearly identifying the problem, trouble is coming. If the data collected becomes more important than the problem it is supposed to solve, teams will lose direction. If operators do not trust the system, adoption will stop instantly. And if dashboards are created but no one looks at them, it means they were built for the wrong audience. At that point, the only wise move is to pause, return to the gemba, and rediscover what the problem really is. Each Factory Has Its Own Journey Ian reminded the audience that transformation does not follow one universal path. Some factories are still building discipline in paper-based processes. Others are ready for automated data capture or advanced analytics. The Smart Lean journey respects the maturity and readiness of each organization. It is not about rushing toward AI. It is about growing step by step, in a way that creates trust and confidence at every stage. The Principles Every Leader Should Remember Ian closed with lessons that every factory, regardless of its size or industry, can apply immediately. Always begin at the gemba. Every improvement should make life easier for the people doing the work.Treat digitalisation as a gradual journey. Start small and grow naturally.Put people first, then process, and bring technology only when it truly supports both.Reliable data always beats large but unreliable datasets.Prove value on a small scale before expanding any digital tool across the plant. These principles connect Lean thinking with modern digital transformation. Lean creates discipline. Digital tools create visibility. Together, they create factories

Nov

By The Better Cambodia Blog, Case Study No Comments

When Nike Met Toyota: A Human Story About Lean, Leadership, and the Courage to Change

Based on the presentation by DJ Kim, presented at the True North Lean CXO Summit, Ho Chi Minh City There are moments in business history when two worlds collide and something quietly revolutionary begins. When Nike met Toyota, it wasn’t just a meeting of a sportswear giant and the world’s most respected manufacturing system. It was a meeting between ambition and humility, between rapid growth and thoughtful discipline, between a company in crisis and a philosophy forged through generations of learning. Nike’s story, as shared by DJ Kim, is not a tale of a brand chasing perfection. It’s the story of a company stumbling, questioning itself, and rediscovering what it means to solve problems at their root. In the early days, Nike’s success was unmistakable, yet beneath the surface lay cracks: exploding supplier networks, inconsistent quality, delivery failures, labor and compliance issues, media backlash, and financial decline. In 1998, the world’s most iconic sports brand found itself asking a question that would change its trajectory: Why is this happening, and how do we fix it? That question eventually led them to Toyota. With Toyota came a new lens, one not focused on tools, but on thinking. Nike embarked on what DJ Kim describes as “Lean 1.0,” a decade defined by the Age of the Tool. Factories shifted from batch to flow, lead times were cut dramatically, inventories fell, quality improved, and more than 700,000 team members felt the impact of Lean transformation. The numbers were impressive, but something wasn’t sticking. Gains plateaued. Some teams treated Lean as a compliance exercise rather than a living system. Improvement became an activity, not a habit. This is where the real learning began, what DJ Kim calls Lean 2.0. Lean 2.0 isn’t about tools. It’s about people, leadership, and culture. It’s about understanding that no amount of standardization will ever replace the need for engaged minds and empowered workers. Toyota’s wisdom echoed through the transformation: “We do the same work as other companies, but we do it very thoroughly.” What makes the difference is depth – thinking deeply, engaging honestly, and turning important actions into disciplined habits. Nike’s journey highlights the profound truth that factories do not improve because tools are deployed. They improve because leaders learn how to see. Leader Standard Work, visual control, daily accountability, and leadership discipline formed the four interdependent pillars of Nike’s Lean Management System. These were not checklists, but commitments, daily, lived expressions of leadership. Yet transformation did not stop on the factory floor. It expanded into product development, modernization, and the realization that making shoes is one of the hardest manufacturing challenges on the planet. Flexible materials, endless design variations, and complex assembly meant that automation alone could never be the answer. True modernization required thinking differently about design, engineering, and the development process itself, just as Toyota did when it reduced its vehicle development cycle from 48 months to 12. The future of competitiveness would depend not on machines but on minds. And in an age where AI looms large, DJ Kim delivers a grounding truth: AI will not replace Lean. AI will accelerate it. It will shorten learning cycles, deepen insight, and open new pathways for discovery. But the heart of Lean, problem-solving, remains profoundly human. The courage to ask why. The humility to see problems as gifts. The discipline to return, again and again, to the root cause. Ultimately, Nike’s story is not about footwear. It is not even about Lean. It is about organizations choosing to evolve. It is about the belief that every business, at its core, is a continuous journey of designing, producing, coordinating, selling, and leading with clarity and purpose. It is about leaders who choose to learn rather than command, and teams who choose to think rather than comply. When Nike met Toyota, the real gift wasn’t a new system. It was a new way of seeing. And in that way of seeing lies the future of every organization that wants to thrive, not by running faster, but by learning deeper.

Why Sustainability Training Is Becoming Part of Everyday Business

Rebuilding Strength A Quiet Story of Lean and the People Who Lived It

Know Your Lean Guru: Genichi Taguchi’s Quiet Revolution in Quality Thinking

Building a Culture of Sustainable Excellence: Insights from Dave Becnel at the True North Lean CXO Summit, Ho Chi Minh City

Smart Lean and the Real Story of Digital Transformation

When Nike Met Toyota: A Human Story About Lean, Leadership, and the Courage to Change

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