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Articles (477) Show All »
Dear Professor, Am I Ever Glad You Covered Lean in Class!
By: Chet Marchwinski | August 24, 2016
Since 2008, the Lean Enterprise Institute has sponsored the Excellence in Lean Accounting Award to fund scholarships helping pairs of students and professors attend the annual Lean Accounting Summit. In this series, we talk to past award winners to learn what impact the scholarship and award has had on the teaching and practice of accounting. More »
Accounting for the Lean Accounting Award
By: Chet Marchwinski | August 18, 2016
In this series, we talk to past winners of the Excellence in Lean Accounting Award to learn what impact the award and the scholarship it supports has had on the teaching and practice of accounting.   More »
Case Studies (46) Show All »
Lean + Circular Principals = a New True North for Manufacturer
By: Doug Bartholomew | June 15, 2016
SunPower's lean journey resembled most others until it defined a new mission, a new True North. The mission statement changed from the business-like “install 10 gigawatts of solar panels by 2016" to the inspirational “change the way our world is powered.  " To achieve it, SunPower melded lean principals with those of the “circular economy” to launch what it called a CLean Transformation. Instead of following the traditional linear economic model of take, make, dispose, it follows a circular model of reuse, remanufacture, and recycle. Learn the business and environmental payoffs of linking lean and clean. More »
View from the Hospital Floor: How to Build a Culture of Improvement One Unit at a Time
By: David Drickhamer | April 25, 2016
In this follow-up to our earlier case study "Transforming Healthcare: What Matters Most?", we examine how the Cleveland Clinic is accelerating a lean transformation with a methodology for building a "culture of improvement.  " Here's how it works according to the people making the changes.   More »
Columns (572) Show All »
Why Yoda Was Wrong
By: Aaron Hunt | August 30, 2016
Aspects of lean can be found almost anywhere - even in a galaxy far, far away. Inspired by a new trailer for the upcoming Star Wars film "Rogue One," Aaron Hunt uses a lean mindset to debunk a very famous quote from the original trilogy. More »
Orchestrating Your Product Development Process with Milestones
By: Jim Morgan | August 25, 2016
"Effective milestones are an important part of a company’s development process, especially in today’s era of team-based sprints and stand-ups," writes Jim Morgan. "Yet many companies struggle to successfully create and employ milestones; and some don’t even understand their relevance beyond updating senior leadership.  " Read more. More »
eLetters (413) Show All »
Guest Post: Insights on Daily Problem Solving
By: Joe Lee | August 29, 2016
Columns; eLetters
Guest Post: Insights on Daily Problem Solving More »
Does a lean transformation boost a company's stock price?
By: Ballé, Michael | August 22, 2016
Columns; eLetters
Dear Gemba Coach, You’ve worked with a lot of different companies in the public and private sectors. How have the stock prices of the public companies done? 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 »