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Articles (500) Show All »
“The Most Fun I’ve Ever Had in an Accounting Class!” -- Student Reacts to Learning Lean Accounting
By: Chet Marchwinski | February 10, 2016
Since 2008, the cost for a student and professor to attend the annual Lean Accounting Summit has been offset by the Lean Enterprise Institute’s sponsorship of the Excellence in Lean Accounting Award. LEI talks to  past award winners to see what -- if any -- impact the scholarship has had.    More »
Why Your Lean Journey Needs a Self-Evaluation
By: Doug Bartholomew | January 7, 2016
Every company on a lean journey needs to occasionally step back and evaluate where they are, where they have gaps in performance, and what steps they can take to close those gaps and achieve their overall goals. More »
Columns (488) Show All »
Watch John Shook's Keynote at Lean Construction Institute's 17th Annual Congress!
By: Lean Leaper | February 11, 2016
This past October, LEI Chairman and CEO John Shook delivered a keynote at Lean Construction Institute's 17th Annual Congress in Boston, Massachusetts. Watch a full clip of John's talk and read key excerpts from his presentation here. Don't forget to let us know your thoughts in a comment. More »
Interoperability: The Human Dimension of Design Excellence
By: Timothy Schipper | February 10, 2016
Did you know only 51 percent of new product development efforts are meeting schedules, and a mere 56 percent meet profit objectives? And that's just the tip of the iceberg. Read more. 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 »
Case Studies (44) Show All »
Book Clubs Help Agricultural Company Cultivate Lean Culture
By: Chet Marchwinski | February 5, 2016
Two continuous improvement leaders explain how they successfully use book clubs to spread and align understanding of lean management at a large company with multiple sites. They describe their club process and offer startup tips to CI professionals or other leaders who want to organize business book clubs. More »
Standardized Work Hangs Ten with San Diego’s Surfing Culture -- Meeting the Challenges of Leadership, Culture, and Resistance
By: Doug Bartholomew | July 10, 2015
Instead of wiping out with a Southern California surfing school, the lean management principle of standardized had a positive impact, helping it boost surfing time for students, the number of students per class, and revenue. More »
eLetters (391) Show All »
What is your opinion about transformation process steps?
By: Ballé, Michael | February 8, 2016
Columns; eLetters
What is your opinion about transformation process steps? First we choose a problem and start problem-solving processes (A3 or 8-step methods) and after the steps create our first standards; OR first write down the processes as they are now and choose problems to solve by measuring the gaps between first standards and our goals? More »
How do I convince management to run to takt time, not as fast as possible?
By: Ballé, Michael | January 31, 2016
Columns; eLetters
Dear Gemba Coach I have always struggled with convincing management about the importance of running to takt time, since the mindset is typically run as fast as possible.    How would you address this issue with management? 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 »