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,
Vietnam’s manufacturing sector is undergoing a quiet but powerful transformation. As global competition intensifies and supply chains demand greater transparency, resilience, and sustainability, Vietnamese small and medium-sized enterprises (SMEs) are responding—not with fragmented solutions, but through structured, integrated transformation built on three essential pillars: Lean,
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
The modern manufacturing landscape is a tempestuous sea of fluctuating demand, supply chain disruptions, and rapid technological advancements. In this environment, the traditional rigidities of mass production are proving increasingly inadequate. Lean manufacturing, however, offers a powerful framework for building agile and resilient operations, capable