Kategorie: Lean
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Anyone talking about Lean today often encounters two misconceptions at once. The first is that Lean is an outdated toolbox consisting of Kaizen, the shop floor, and standards. The second is that digitalization and AI have largely replaced Lean. Both lead in the wrong direction. Lean 2026 is neither a relic of the past nor…
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Lean has long been established in many companies. The language is familiar, the tools are known, the formats have been introduced. There are stand-ups, shop floor rounds, problem-solving formats, and visualizations. From the outside, this looks like maturity. And yet, operational performance remains fragile in some areas. The same disruption reappears. The same handover remains…
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Many companies assess geopolitical risks using price indicators: oil price, gas price, freight rates. This is understandable – but incomplete. Because the real operational challenge often arises earlier: through declining predictability. The IEA estimates oil transit through Hormuz at around 20 mb/d, classifying it as about a quarter of global seaborne oil trade. For LNG,…
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AI can transform operations: better decisions, fewer manual tasks, faster turnaround times. At the same time, many companies are experiencing the opposite: more exceptions, more discussions, less trust. The reason is rarely “the model.” It is almost always the process. Why automation increases instability Automation – whether RPA, workflows, or GenAI – reinforces existing patterns:…
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Why “busy” does not mean that the project is running smoothly Many construction projects appear productive from the outside: lots of people involved, busy sites, ongoing deliveries. Nevertheless, delays, rework, and conflicts arise. Often, the cause is not a lack of performance, but a lack of work rhythm: the cycle is missing. Cycle planning is…
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Stabilizing schedules in civil engineering is one of the most difficult tasks in construction. Not because people don’t want to, but because the system constantly creates new uncertainties: pipes, closure windows, material completeness, equipment availability, surveying, disposal – and on top of that, weather and soil, which are non-negotiable. The Last Planner System (LPS) has…
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Introduction: Why “more tools” is rarely the solution Boards and key performance indicators have long been standard in many organizations. LPS is often added to projects (especially in construction/industry). Nevertheless, teams complain about the same problems: missed deadlines, unclear priorities, repeated errors, long decision-making processes. The cause often lies not in the tool, but in…