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A3s (17) Show All »
Detailed A3 Template (from Managing to Learn)
By: Shook, John | July 19, 2010
A3s; Forms and Templates
A PDF of the A3 template provided in the book Managing to Learn. More »
Example A3: Acme Stamping - Project Status Review (from Managing to Learn)
By: Sobek, Durward and Art Smalley | July 19, 2010
An example of an A3 from the book Understanding A3 Thinking by Durward K. Sobek II and Art Smalley, included as a sample in some printings of Managing to Learn. More »
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 »
Audio (9) Show All »
The Gold Mine (audiobook)
By: Freddy Ballé and Michael Ballé | November 9, 2010
Audio; Books
An unabridged audio version of The Gold Mine: A Novel of Lean Turnaround, a Shingo Research Prize recipient in 2006.   More »
THE END OF THE LINE FOR GM-TOYOTA JOINT VENTURE
By: Langfitt, Frank | March 28, 2010
LEI Founder and Chairman Jim Womack and Senior Advisor John Shook are among the key experts interviewed for this look at the success of the Toyota-GM joint venture and what prevented GM from quickly deploying lessons that may have prevented bankruptcy.    ("All Things Considered," March 26, 2010.  ) More »
Books (184) Show All »
On the Mend (Hungarian)
By: John Toussaint, MD and Roger Gerard | June 23, 2016
Buy this publication from : Lean Enterprise Institute Hungary A könyv könyvesboltunkban megrendelheto: Lean Enterprise Institute Hungary Azok, akik elolvassák ezt a könyvet, megtudják, hogy óriási fába vágják a fejszéjüket, ha a lean mellett teszik le a voksukat. Aki velünk tart ezen az úton, részesévé válhat az egészségügy új korszakának, és különleges lehetosége nyílik arra, hogy a változások egyik meghatározó szereplojévé váljon. – Heim Pál, stratégiai igazgató, Heim Pál Alapítvány   Ez a könyv rámutat arra, hogy a lean gondolkodás és a valódi betegközpontúság nem csupán kompatibilis egymással – legbelül a ketto egy és ugyanaz. – Dr. Donald Berwick, az More »
Follow the Learner: The Lean Dentist
By: Sami Bahri, DDS | June 1, 2016
The Lean Dentist tells how a dental group transforms itself from typical batch-and-queue patient treatment to improved and profitable "one-patient flow.  " Formerly known as Follow the Learner, this book follows the effort, engagement, and success of Dr. Sami Bahri and his team, as they work through the ideas of lean in all areas of their practice. 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 »
Charts, Graphs and Diagrams (4) Show All »
Begin from Need
October 28, 2010
"Begin from need" is attributed Taiichi Ohno, a key developer of the Toyota Production System. It means, as shown on these charts, what does the customer (the organization, the worker, the gemba) need right now? It's  another way of articulating the principle of PDCA, plan-do-check-act.    It helps us begin problem solving by grasping the situation, and avoid jumping to conclusions. More »
Shingo Prize Transformation Model
By: Shingo Prize | December 8, 2009
A graphic of the Shingo Prize model for principle-centered operational excellence. More »
Columns (627) Show All »
Lean Leadership at Legal Sea Foods: An Interview with Roger Berkowitz
By: Chet Marchwinski | January 19, 2017
Watch the video to hear Legal Sea Foods CEO Roger Berkowitz explain the effects lean has has on his own personal leadership style, plus the culture of Legal Sea Foods as a whole. More »
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. 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 »
Events (14) Show All »
2017 Transformation Summit
October 7, 2016
2017 Lean Transformation Summit. March 7-8, 2017 - Carlsbad, California. Recharge your battery, Learn, and Network with other lean thinkers. More »
2016 Lean Healthcare Transformation Summit
January 13, 2016
June 15-16, 2015 – Miami, Florida. Walk away with actionable ideas and new connections in order to accelerate your own lean transformations in Healthcare. 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 »
Outside Resources (2)
"Training Within Industry" Program Resources for Healthcare
August 20, 2009
The "Training Within Industry" program was a U.  S. government program during World War II that focused on ramping up war production. The methodology for creating job instructions, managing continuous improvement, and training employees became the foundation for Toyota's approach to Standardized Work as it was taught to them after the war. The TWI approach was also used in healthcare during the war. The approach is being utilized today in a growing number of hospitals as that history is rediscovered. The TWI Institute has resources and historical documents about TWI in healthcare. More »
Lean Initiatives at State Environmental Agencies
January 1, 2003
Environmental agencies in several states, including Delaware, Iowa, Michigan, Minnesota, and Nebraska are applying lean and six sigma principles to cut permitting time and complexity. This page at the federal EPA summarizes what's going on in the states. Scroll to the bottom for links to presentations and more information. More »
Presentations (73) Show All »
Cracking the Talent Code
By: Dan Coyle | January 20, 2017
This month's installment is a fuzzy video by a sharp guy. Author Dan Coyle talks about how we acquire new skills, with implications for training, coaching and organizational change. More »
Thinking About Thinking
By: AsapSCIENCE & Mike Rother | December 4, 2016
Don't believe everything you think. Practice scientific thinking and test your assumptions, because every step is an experiment! More »
Research (1)
Mistake-proofing healthcare: Why stopping processes may be a good start
By: Grout, John; Toussaint, John | February 24, 2010
Professor John Grout and John Toussaint, M.  D.  , combine their lean experience to write a peer-reviewed journal article from Indiana University's "Business Horizons". Grout teaches an LEI workshop called Mistake-Proofing Healthcare: Designing Processes to Reduce Medical Errors. Toussaint is CEO of the ThedaCare Center for Healthcare Value, a partner in the Healthcare Value Leaders. The link below is a PDF file of the article. More »
Software (1)
eVSM v8 - Electronic Value-Stream Mapping
March 10, 2014
Accessories; Software; Value-Stream Maps
Walking the shop or office floor with a paper and pencil to collect data and observe actual conditions is how value-stream mapping (VSM) is done. But for a long time, members of the Lean Community have been sharing these hand-drawn maps by creating their own electronic templates from scratch in various software programs. eVSM makes the process of turning hand-drawn maps into electronic ones easier and faster. As a companion – not a substitute – to paper-and-pencil mapping, the software allows lean practitioners to easily create, modify, and disseminate electronic value-stream maps. More »
Value-Stream Maps (8) Show All »
Value-Stream Map Zones (from Perfecting Patient Journeys)
By: Lean Transformations Group | January 29, 2013
Developing a current-state map creates a common understanding of how things really work today in the value stream (not necessarily what the documentation says or some might believe) so that the stakeholders can work together to identify and address problems and make improvements. Remember, see together, learn together, act together. All value-stream maps are laid out in a horizontal format. They capture major categories or zones of fact finding. We find it helpful to think about value-stream maps in terms of the following six zones: customer, supplier, processes, information flow, process data, and a timeline and summary. Perfecting Patient Journeys, More »
Seeing the Whole Value Stream (Maps from Applying Value-Stream Analysis to Retailing — The Tesco Case)
By: Jones, Dan and David Brunt | October 25, 2011
Full size maps from the essay "Applying Value-Stream Analysis to Retailing — The Tesco Case" in Seeing the Whole Value Stream 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 »
Workshops (69) Show All »
3D Problem-Solving with Legos
Throughout the day, you will be guided deeper and deeper into understanding what is at the core of some of the struggles we commonly face to implement lean principles. More »
5S - Visual Workplace
5S methodology helps organizations achieve more consistent operational results through maintaining an orderly workplace. This workshop will introduce you to the 5S methodology and help you learn basic implementation steps including evaluation and audit. More »