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A Lean Transformation Model Everyone Can Use

by Joshua Rapoza
January 23, 2014 | 4 Comments | Post a Comment | Permalink

Last week I had the good fortune to film John Shook explain LEI's Transformation Model. This is the model LEI coaches use to guide lean transformations with our partner companies, large and small, across a wide range of industries.

About a year or so ago our mission here at LEI changed from "Advance lean thinking throughout the world" to "Make things better through lean thinking and practice". I'm a huge fan of this change because so much of what we do here is about, quite simply, making things better. What better way to advance Lean than to show the difference it's made in the world for people, organizations, and businesses? I firmly believe LEI's Lean Transformation Model makes things better, whatever the industry. Or better yet, it helps people make things better for other people (employees and customers alike).

What I love about Shook's explanation of LEI's Transformation Model is that he makes it relatable without dumbing it down. Simplifying complex ideas is one of the hardest things to do.

In his recent e-letter Shook offers the same 5 key questions for transformation:

1) What is the purpose of the change–what true north and value are we providing, or simply: what problem are we trying to solve?

2) How are we improving the actual work?

3) How are we building capability?

4) What leadership behaviors and management systems are required to support this new way of working?

5) What basic thinking, mindset, or assumptions comprise the existing culture, and are we driving this transformation?

Interestingly, these are all questions we asked ourselves at LEI when developing our new mission.

Here's a link to the e-letter by John Shook, and I highly recommend viewing the video below on the transformation model we use here at LEI. Its about 9 minutes long, so you may want to set aside some time to watch it, but it's something I suspect the lean community will be learning from and sharing with each other (and making their own?) for years to come.

Shook will be delivering a more detailed Lean Transformation Model presentation at this year's Lean Transformation Summit in Orlando on March 5 & 6.

John Shook explains the Lean Transformation Model

The views expressed in this post do not necessarily represent the views or policies of The Lean Enterprise Institute.
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4 Comments | Post a Comment
fazal December 07, 2014
10 People AGREE with this comment
Most things have developed from theory to R&D to action. But the Toyota Production System(Renamed "Lean" in the US) has it's journey in the reverse. Lean Theory is emerging out of Toyota actions from the 1950s.

I think we are still bogged down in clarity to convey effectively and make people understand and go after "Lean" in their business processes without getting confused by the high sounding technical and management words, not quite comfortable to the people having a limited education and experince who are most often required to drive Lean on the floor

Can we make it very simple to understand and implement "Lean" for the people ?

The need was never more urgent than it is now to describe and present "LEAN" in a Lean way by eliminating waste of Technical and Management Jargon

I sincerely believe Lean can be effectively applied to every sphere of human endeavor, however I am yet to figure out how it can be made to enter a bedroom

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Peter Liepmann June 28, 2015
2 People AGREE with this comment

To Mark-
The other more common barrier is not being able to get permission from above to make any changes that aren't pushed from above.
Dilbert has it right- anyone who moves into management gets a lobotomy first...

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Jorge B. Wong July 24, 2015
1 Person AGREES with this comment

The new LEI mission statement is more practical: Moving from foggy "advancing lean thinking" to "making things better". So it's better. This is consistent with gemba walks and going places where the work is done, where things are made or services are delivered.  

However, a "making things" mission may still be confusing. It is confusing for people who believe lean is about things, machines, products and processes ONLY. Thus, the frequent misconception surrounding "lean manufacturing", where many people within and w/o a business believe LEAN is something to be practice solely or chiefly by those in the factory, the store or the hospital ward. Throughout my 30 years of working in manufacturing, education, services and agriculture...I have seen most people think lean or continual improvement is a manufacturing or operations thing to do (becase there is were the most tangible and visible part of a value stream exists).

In addition, the new mission about “making things (better)” can help perpetuate the “lean for manufacturing” misconception, which continues to be used by many executives and business people as the number one excuse to avoid making strategy deployment better, product/service design better, business processes better, suppliers better and all involved people better, across the organization be it a retailer, hospital or school. Again, while much value added work (and muda) occurs in manufacturing or operations,  the largest and most serious gaps to deliver consistent value to the customer may not always be in the operations part of the business. Critical gaps and opportunities may be in a hospital HR group, a manufacturer’s sales force, in product/process engineering or in the corporate finance department. When lean thinkers and doers do not  exist among the C-officers, lean is a very precarious endeavor. And “quality is made in the board room” said W.E. Deming.

The roof of the house described by John Shook in the Lean Animation covers the whole value stream:  purpose, product/service, process, people, profit (cost/benefit). A clear and compelling mission statement should comprehend all the house and extensions, including suppliers and focus should be on ALL people (behavior/know how) and processes (how to).

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Nachiket Dani October 14, 2015
2 People AGREE with this comment

A great way to generalize process improvement to non-manfacturing verticals and non production environment but value added processes. These quality principles help me apply lean and process improvement tactics to quality, operations and service in IT industry.

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