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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 (608) Show All »
Advice from the Gemba: The Most Frustrating Types of Waste (and How to Eliminate Them!)
By: Lean Leaper | December 1, 2016
If you've ever lost sleep over a particularly frustrating source of waste in your organization, you're not alone. Some forms of waste are easier to eliminate - others are so hard that they start to blur the line between "challenging" and "enraging.  " Today we feature three experienced lean practitioners with the most frustrating types of waste they've encountered, plus their favorite tips for eliminating them. More »
Mindfulness: A Practice, a State of Being, an Essential!
By: Amy Sandler | November 30, 2016
Many of us are familiar with the term "mindfulness," especially in the context of being aware of our surroundings. But there is much more to mindfulness than just that, from its many different forms to its role in a lean transformation and beyond. Amy Sandler shares more about this versatile term and how we can harness it to improve our everyday lives. More »
eLetters (423) Show All »
Does a Lean Company Need Explicit or Implicit Leadership?
By: Ballé, Michael | November 28, 2016
Columns; eLetters
Dear Gemba Coach, Explicit leadership or implicit leadership? Does an explicit style sustain a lean organization? More »
Does lean have an ethical perspective other than goal-oriented efficiency?
By: Ballé, Michael | November 14, 2016
Columns; eLetters
Dear Gemba Coach, As a follow-up to your previous column on the question of whether lean has a spiritual dimension, does lean have an ethical perspective other than goal-oriented efficiency? 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 »