Home > Knowlege Center

Knowledge Center

Search Knowledge Center: 
Sort by:  Relevance | Date
Media Format: Articles; Case Studies; Columns; eLetters; Forms and Templates; Videos and Webinars
Articles (479) Show All »
Managing Workflow—the Lean Way
By: John Shook, Chairman and CEO, and Alice Lee, executive director, Lean Enterprise Institute | October 21, 2016
The main responsibility of CIOs and other information technology managers is to create an environment for work to flow, according to John Shook, CEO, Lean Enterprise Institute (LEI) and Alice Lee, LEI executive director, writing in CIO magazine. More »
Students “Shocked” that Lean Accounting Isn’t More Widespread
By: Chet Marchwinski | October 19, 2016
Lean accounting seemed “so logical” to her students that they asked Professor Pencak, winner of a Lean Education Advancement Foundation scholarship, “Why isn’t everybody doing this?” More »
Case Studies (48) Show All »
Thrustmaster Comes Around
By: David Drickhamer | November 23, 2016
The following Lean Enterprise Institute case study reveals how Thrustmaster of Texas successfully adopted lean thinking and practices to make sustainable improvements in a short period of time, and how other manufacturers of highly engineered, low-volume products can follow their lead using the Lean Transformation Framework. More »
Manufacturing Balancing Act: Pull Versus ERP
By: Chet Marchwinski | September 23, 2016
In this follow-up story to our case study about Phase 2 Medical Manufacturing, Inc.  , the company faces an enviable dilemma: because the lean transformation has spurred strong sales growth, Phase 2 needs a new or expanded parts warehouse. Instead, it expands the pull system by connecting the plan-for-every-part database that underpins one-piece flow production with the enterprise resource planning system, typically associated with big batch production. More »
Columns (626) Show All »
Ask Art: How high is up with lean?
By: Art Byrne | January 18, 2017
Art Byrne explains that continuous improvement really is continuous and that there is no limit to the “up” in lean and More »
What's a good "small step" to start off my LPPD transformation? A Q&A with Katrina Appell
By: Katrina Appell | January 17, 2017
A lean product and process development transformation may seem daunting, but all you really need to get started is a series of simple yet effective "small steps.  " Here's Katrina Appell on her favorite. More »
eLetters (429) Show All »
Is promising that lean will make work more meaningful disrespectful to people?
By: Michael Ballè | January 16, 2017
Columns; eLetters
Dear Gemba Coach, Can lean really make work more meaningful for everybody? Isn’t this overpromising to workers and disrespectful to them because management really can't deliver on the promise? More »
What kind of conversation should I expect during a gemba walk?
By: Ballé, Michael | January 9, 2017
Columns; eLetters
One important thing to keep in mind is much of the key parts of the gemba walk conversation happen before and after actually being on the gemba. More »
Forms and Templates (18) Show All »
Problem Definition Worksheet
By: Lean Transformations Group | June 17, 2013
In order to continuously improve, you must be able to find problems in order to solve them.  Once you have found a problem, the first step you must take is to make sure you have properly defined the problem. One way to look at problems (i.  e.  , gaps) is to think in terms of standards. A gap can exist between current performance and an established standard or a new standard that you are attempting to achieve. A problem also can be unwanted variation in performance even when average performance appears acceptable. When even a single out-of-specification event is a More »
Root Cause Template
By: Shook, John and David Verble | June 13, 2013
When trying to solve a problem, you want to identify underlying causes, which will help you to prevent fires rather than just extinguish them. By identifying the underlying causes down to the root causes, you can reduce the likelihood that a given problem will recur. The most common root-cause analysis technique in lean is the "Five Why's.  " This is practice of asking why repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms to discover the root cause. For instance, Taiichi Ohno gives this example about a machine that stopped working (Ohno 1988, p. 17): Why More »
Videos and Webinars (32) Show All »
Webinar: How to Lead With Respect
September 9, 2014
How to Lead With Respect webinar featuring Michael Ballé More »
Webinar: The Two Basic Forms of Coaching for Lean
May 22, 2014
The Two Basic Forms of Coaching for Lean with David Verble More »