All posts by George Friesen

About George Friesen

George Friesen serves as Business Practice Leader - Lean Manufacturing for the Workforce Solutions Group of St. Louis Community College. He has led the College's Lean business practice area since 2000. Prior to joining the College, George worked for Maritz Performance Improvement Company. Over the past 35 years, he has served a wide variety of Fortune 500 companies, specializing during the past eleven years in Lean Manufacturing, focusing especially on the 5S System, Lean leadership and thinking processes, Value Stream Mapping, and Lean team building. George is a graduate of Washington University (AB), Webster University (MA), and United States Air Force Flight Training.
  • Barriers to a Lean Transformation
    Barriers to a Lean Transformation

    What drives the disparity between Lean’s ability to drive incredible improvements – product quality, productivity, and profitability – and its failure to deliver?

    • Posted April 16, 2019
    • 0
  • Being in Control
    Being in Control

    Nobody wants to be treated like a machine. Too many workers are. Discover five simple steps that, put easily into action, release workforce knowledge and creativity.

    • Posted March 12, 2019
    • 0
  • Cowboys and Teamwork
    Cowboys and Teamwork

    Could rugged individualism and “I’ll do it my way” mentality be limiting your team’s growth? It’s time to move beyond the cowboy myth and re-tune toward group success. Learn the markers of “cowboy-think” and ways to shift...

    • Posted February 20, 2019
    • 0
  • And Why Should I Care?
    And Why Should I Care?

    Because when a group is cohesive, filled with individuals who care about each other, who trust and respect each other, beautiful things happen. No person is an island. The path to your company's success follows shared goals;...

    • Posted January 29, 2019
    • 0
  • Good Team Members are Like Swiss Army Knives
    Good Team Members are Like Swiss Army Knives

    How would you describe a good team member? Most responses described characteristics like cooperative, reliable, honest, friendly, knows how to communicate.” And then there was Ted. His response to my question was unique. He thought for a...

    • Posted January 9, 2019
    • 0
  • Elon's opening of the Tesla Annual Shareholders Meeting by Steve Jurvetson, licensed under the Creative Commons Attribution 2.0 Generic license.
    Elon Musk, Tesla, and Lean Leadership

    The three characteristics of Lean leadership, Elon Musk style, were what made it possible for Tesla to meet a challenge to its very survival. What was called for was a very creative, out-of-the-box method of meeting this...

    • Posted December 12, 2018
    • 0
  • Belief-Based Lean Transformations
    Belief-Based Lean Transformations

    A large percentage of attempts to successfully implement the very powerful tools of Lean manufacturing fail. There are three basic mistakes leadership teams make which cause Lean failure.

    • Posted November 27, 2018
    • 0
  • Voices from the Front-Line
    Voices from the Front Line

    A way to measure the value and sustainability of a manufacturer’s Lean transformation: What do line workers say about the impact of what’s happening on their work and on their lives?

    • Posted October 31, 2018
    • 0
  • Great Processes = Great Results
    Great Processes = Great Results

    Great processes carried out by engaged workers drives great results. Use this six-step process to achieve a shift from a focus on results to a focus on work processes.

    • Posted October 17, 2018
    • 0
  • Fallacy of a Focus on Results
    The Fallacy of a Focus on Results

    The absurdity of trying to drive results by focusing solely on results should be obvious to all of us. Unhappily, it isn’t. Results don’t happen because a company is focused on them. Good results are driven by...

    • Posted September 27, 2018
    • 0