In recent weeks, the True North Lean team had the opportunity to work with two distinctly different organizations—on paper. One was a Dutch-Thai joint venture in Bangkok, with a predominantly Burmese frontline. The other, an American multinational operating in Cambodia, where a U.S.-led leadership team
Vietnam’s recent trade agreement with the United States marks a pivotal moment in its economic and diplomatic trajectory. As only the third country—after the UK and China—to strike a deal with President Donald Trump following his shock announcement of sweeping “reciprocal tariffs” on April 2,
Osamu Suzuki, the former chairman and CEO of Suzuki Motor Corporation, was a visionary leader whose strategic decisions and innovative approaches reshaped the global automotive industry, particularly in India. His commitment to frugality, efficiency, and understanding of emerging markets transformed Suzuki into a global powerhouse
Implementing lean practices in small and medium-sized enterprises (SMEs) presents both significant opportunities and considerable challenges. Lean, which originated in the automotive industry as a means to reduce waste, has evolved into a widely used methodology for improving productivity, reducing costs, and enhancing quality. While
For decades, China has been the world’s factory, dominating global manufacturing due to its vast workforce, extensive infrastructure, and cost efficiencies. However, in recent years, a seismic shift has begun to reshape the global manufacturing landscape. More companies are diversifying their production away from China,
In an era of rapid technological advancement and evolving work environments, the skills needed to thrive in the future workforce are constantly shifting. To stay competitive and adaptable, professionals must focus on cultivating key competencies that align with the demands of modern industries. Here are