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Articles (474) Show All »
Hazards at the Huddle Board: How to Coach a Team Away from “Fast Thinking” to Disciplined PDCA
By: Bartholomew, Doug | August 20, 2015
Lean practitioner David Verble, an LEI faculty member and former HR manager at Toyota, is noticing that problem-solving at huddle boards tends to veer towards quick identification of problems and acceptance of solutions. In this article, he identifies the hazards and offers you some practical countermeasures that will keep your team on the PDCA path. More »
Leadership Q&A: Lisa Yerian, MD, Medical Director of Continuous Improvement, Cleveland Clinic Foundation
By: David Drickhamer | May 28, 2015
From the LEI senior executive series on lean leadership: Lisa Yerian, MD, director of Hepatobiliary Pathology and medical director of continuous improvement, Division of Clinical Transformation, Cleveland Clinic, discusses how to engaging staff, doctors and senior leaders, healthcare reform’s impact, where to start a lean transformation, and why she took on responsibility for continuous improvement. More »
Columns (466) Show All »
What the Best Lean Leaders All Have in Common
By: Tom Ehrenfeld | October 8, 2015
What characterizes a truly exceptional lean leader? With years of first-hand observations behind him, Tom Ehrenfeld weighs in with his thoughts. More »
Just-in-Time Roundup: Great Lean Reads from Across the Web (Vol. 11)
By: Lean Leaper | October 7, 2015
Our latest picks for great lean reads across the web, this time from 99u, Entrepreneur, and IndustryWeek. 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 did More »
Case Studies (43) Show All »
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 »
Toyota Partners with Nonprofit to Rebuild Homes and Lives
By: by Chet Marchwinski | July 10, 2015
When the flood waters of Hurricane Katrina receded, they uncovered tens of thousands of ruined homes in devastated areas like St. Bernard Parish, Louisiana. But the subsiding waters also exposed a rebuilding process that needed rethinking. In this LEI case study, we take a close look at how lean management principles are improving disaster recovery around New Orleans and the U.  S. overall. More »
eLetters (381) Show All »
Is your obeya room used for real learning or as a glorified action plan?
By: Ballé, Michael | September 28, 2015
Columns; eLetters
Dear Gemba Coach,  How can I use an obeya for learning rather than for project management? More »
Is there a way to define standard work for senseis?
By: Ballé, Michael | September 21, 2015
Columns; eLetters
Dear Gemba Coach,I’ve been working on lean projects for years and my CEO has now asked me to act as the lean sensei for our company. Is there a way to define standard work for senseis? More »
Videos and Webinars (31) 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 »