Articles

Behind the clash between hands-on and academic learning lie experience, technical knowledge and the answers management values. Can experience and questioning meet at the same table?

As artificial intelligence speeds up analysis, why does turning knowledge into results on the shop floor still require people, leadership and implementation skills?

Seeing the employees, shop-floor realities and leadership responsibilities that remain hidden behind reports and KPIs.

A sensei’s story about the power of changing perspective before adding resources.

A lesson from dojo training in Japan: hearing and sensing waste rather than accepting it as normal.

Rethinking productivity, added value and the production system in the face of rising costs.

Taking responsibility for solving a problem at its source rather than simply noticing it.

Moving from long changeovers, large batches and material shortages to a pull system.

A visible, simple inventory system based on actual consumption, using two-bin Kanban.

The difference between a master production schedule and daily scheduling, and how to manage flow on the shop floor.

How connecting as people, without a need or problem to solve, builds trust.

Establishing clear process ownership across production planning, material planning and purchasing.

Changing the system in which temporary fixes and non-standard work proliferate.

Questioning a 2,300-minute changeover: habits and SMED.

Treating safety as an essential condition of production, rather than a priority that can change.

A simple tea token illustrates a pull system and the real purpose of digitalisation.

Turning daily meetings from a ritual into data, accountability and prompt action.

How can a daily problem-solving culture grow beyond suggestion boxes and rewards?

A transformation story about wanting results while avoiding the effort that change requires.

Turning experienced workers’ knowledge into shared learning, standardised work and a sustainable system.

Turning engineering drawings into clear, operation-focused visual work instructions on the shop floor.

Taking ownership, analysing root causes and improving every day instead of passing problems to someone else.

The difference between corporate diplomacy that replaces facts and communication that is respectful and open.

Why inventory, waiting and bottlenecks look so similar even when industries differ.

The sense of fairness that stays with people after titles and justifications are forgotten.

Distinguishing inventory from production flow, seeing delays, and reducing stock while improving process reliability.

Learning the difference between looking and seeing through patient observation on the shop floor.

Thinking about employee commitment through fair assessment, development and open communication rather than generalisations.

The key habits that initiate lean transformation and the changes in behaviour beyond the tools.

Leadership that develops people who can deliver results, instead of playing the hero.

The effects of remaining silent in corporate life on responsibility, fairness and trust.

Exploring mastery, repetition and standardised work through The Karate Kid and Shu-Ha-Ri.

How small signs of disorder become losses in quality, safety and productivity, and how 5S influences behaviour.

The relationship between days of inventory, door-to-door lead time and shared responsibility for processes.

In a factory, I saw a substantial amount of inventory in front of the presses. I asked the engineer in charge: “With so much stock, why is the press still running?” “But should a million-euro press…”

Cezmi Aytekin · Yalın Dönüşüm. I use the Turkish saying “Old pine trees have become drinking cups” to explain why we should not expect the same results from old habits when conditions change. “Times have changed; old circumstances and habits…”

Building a system that supports employees’ steady contributions instead of improvements that begin with a burst of activity and then stop.

Cezmi Aytekin · Yalın Dönüşüm. The more money we spend on ERP, the more we can see, right? We have bought the most prestigious system and invested thousands of person-hours…

Cezmi Aytekin · Yalın Dönüşüm. In an assembly project, our initial recorded time was about 90 minutes per unit. An SPS — a kit-preparation system that brings parts together in assembly sequence…

Cezmi Aytekin · Yalın Dönüşüm. In an organisation, people often act according to what their leader actually values, rather than what is said. A manager may say: “Increase production.” A good leader, however…

“We are not Toyota; our industry is different.” I hear this objection often. Of course it is different. Products, demand, technology and order patterns are not the same. Copying another business’s solution exactly…

Connecting digital tools such as Andon, maintenance software and video analysis with a clearly defined production problem.

Assessing warehouse capacity, the time required to access a box and total handling costs within the same scope.

Cezmi Aytekin · Yalın Dönüşüm Bir firmada operatöre “Çok yürüyorsun.” dedim. Bana gülümseyerek şu cevabı verdi: “Ne yapayım, koşayım mı?” Yalın düşünce, operatörden daha hızlı çalışmasını…

Kaizen’i günlük davranışa dönüştürmek için liderlik sorularını zaman, kaynak ve öğrenme desteğiyle birleştirmek.

Yalın dönüşümün zorluklarını çalışan davranışları, iş yükü, yetki ve sistem koşullarıyla birlikte değerlendirmek.

Depo büyütme alışkanlığını mizahi biçimde üç evrede anlatıyorum. Bu, resmî bir depo yönetimi modeli değil; stok arttığında ilk aklımıza gelen çözümler üzerine bir benzetme. 1. Yüksek…

Ohno’nun tebeşir dairesi yaklaşımından hareketle, çözüm önermeden önce problemi görmeyi öğrenmek.

Cezmi Aytekin · Yalın Dönüşüm Bugünün liderleri çoğu zaman çok çalışıyor, gün boyu toplantıdan toplantıya koşuyor ve onlarca probleme müdahale ediyor. Buna rağmen şirketleri neden dönüşemiyor?…

“Mad dog follow-up” ifadesini, aynı sorunların peşinden sürekli ve telaşla koşmayı anlatmak için kullanıyorum. Gün boyu arıyoruz, hatırlatıyoruz, hızlandırıyoruz; ertesi gün aynı tur yeniden başlıyor. Takibin…

Teknolojiyi daha çok kullanmaktan, insanın gerçek ihtiyacına hizmet eden sistemler kurmaya uzanan bir değerlendirme.

Şubat 2020 Japonya ziyaretinden hareketle bağlantılı üretim, Toplum 5.0 ve teknoloji yatırımının amacı üzerine düşünceler.

Meşgul görünmek ile katkı üretmek arasındaki fark ve yönetimin hangi davranışları ödüllendirdiği üzerine.