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A3s (7) Show All »
Welcome to the MTL A3 Dojo
By: Shook, John | February 9, 2011
A3s; Columns
Welcome to this MTL-mini site within www.  lean.  org a destination for thought leadership in lean management in general, "managing to learn" and the A3 process in particular.  The goal of this site is to narrow the gap between reading about how to create an A3 and actually doing A3 management. This site within a site is meant to be a shared space for A3 thinking, a place for you to engage with others on the nitty-gritty daily challenges of your specific problems. Even for you to create an A3 and own it in the process.  This mini-site emerged out More »
Example A3: Medtronic - Service and Repair TAT reduction (from Managing to Learn)
July 19, 2010
An example of an A3, included as a sample in some printings of Managing to Learn. More »
Audio (3) Show All »
Forward to Fundamentals Webinar with Jim Womack and John Shook
By: Shook, John; Jim Womack | April 23, 2009
Audio; Videos and Webinars
In recent years, most discussions around lean transformation have understandably evolved toward more managerial and strategic matters. Yet there remains an alarming lack of solid implementation of the fundamentals! In this current economic crisis we can actually move our lean journeys forward faster by looking back to the lessons that led to the creation of TPS in the weakened Japanese economy following World War II. This webinar is designed to uncover the deep roots of the original lean thinking and tools and how you can better focus your own lean implementation plans and execution.  This webinar features Jim Womack, Chairman More »
Lean Thinking, Second Edition (Audiobook - CD)
By: James P. Womack and Daniel T. Jones | March 2, 2003
Audio; Books
Are the calls for making the lean leap falling on deaf ears in the boardroom? Just slip this audio CD of the Lean Thinking onto the boss’s home stereo to get the message across subliminally. Then get out of the way when the boss comes to work and rushes onto the shop floor to lead kaizen workshops. More »
Case Studies (12) Show All »
Lean Management Case Studies
By: Marchwinski, Chet | May 16, 2014
The following examples of lean management principles in action show how a variety of businesses and organizations applied lean principles to solve real business problems under diverse business conditions. We’ve arranged them in 16 categories to help you find the examples you need.  Be sure to read LEI’s complementary Senior Executive Series on Lean Leadership to find out how many of the executives who took part in these case studies changed who they managed and led. More »
Cultivating a Lean Problem-Solving Culture at O.C. Tanner
By: Bartholomew, Doug | January 22, 2014
O.  C. Tanner is in the appreciation business. It develops employee reward and recognition programs and manufactures a wide variety of emblems, rings, trophies, and other custom products that complement the programs. And if you are in the appreciation business, you have to live it in your own workplace. For O.  C. Tanner that meant a lean transformation had to show the company appreciated and wanted people’s problem-solving ideas. Here’s a report on that effort, including what worked and what didn’t. More »
Columns (393) Show All »
What it Takes to Share One's Wisdom: A Q&A with Tracey Richardson
By: Lex Schroeder and Tracey Richardson | May 22, 2015
"When you make a decision to change the way you do business, it should hold you accountable for certain leadership actions – new [behaviors that empower people] to want make a difference in their daily work," says Tracey Richardson. "If people have an ability to impact key performance indicators.  .. they suddenly have a new line of sight.  " More »
John Toussaint on What a Complete System Transformation Looks Like In Healthcare
By: Lean Leaper | May 21, 2015
John Toussaint, CEO emeritus of ThedaCare and CEO of the ThedaCare Center for Healthcare Value, shared his guiding principles for transformation in an article for Planet Lean recently. Read our picks for highlights from the interview and tell us what challenges and successes you're seeing in healthcare right now. More »
Events (9) Show All »
2014 Lean Healthcare Transformation Summit
January 10, 2014
June 4-5, 2014 - Los Angeles, California. Two days when you can learn directly from the lean healthcare leaders who are making real change and getting real results in how we deliver and pay for healthcare. More »
2014 Transformation Summit
October 21, 2013
March 5-6, 2014 - Orlando, Florida. Improve the work, develop the people - the building blocks for continuous innovation. More »
Presentations (9) Show All »
WE ARE ALL APPRENTICES
By: By Destin Sandlin | May 2, 2015
Don't assume that your narrative is reality. Practice the Improvement Kata pattern to learn scientific thinking! Destin Sandlin of Smarter Every Day taught himself to ride a backward-steering bicycle. It took months of practice. Then he tried to go back to riding a normal bicycle.  .. More »
Lean Startup: From Toyota City to Fremont to You
By: Shook, John | February 10, 2014
Speaking at the 2013 Lean Startup Conference, John Shook, CEO of the Lean Enterprise Institute, used his slides to give the audience some background on lean’s development and its key concepts. But he also noted that whether a company is a startup or an established company, lean thinking and practice means:Engage Everyone in Problem Finding and Continuous ExperimentationGive Everyone Permission to Fail and Ability to Succeed More »
Videos and Webinars (11) 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 »
Articles (131) Show All »
Maximizing People Systems in a Lean Transformation
By: Bartholomew, Doug | January 22, 2015
Don't make the mistake of overlooking the important role of that human resources plays in a lean transformation. Learn how to align HR policies and practices with your effort to create a lean culture of continuous improvement. More »
Kata Konfusion
By: Chet Marchwinski | January 20, 2015
Author and LEI faculty member Drew Locher explains why it is important when using the kata improvement methodology to not focus solely on key performance indicators. More »
Books (30) Show All »
Lead With Respect: A Novel of Lean Practice
By: Michael Ballé and Freddy Ballé | July 28, 2014
"Lead With Respect is a terrific book that puts the elements of genuine motivation into a broader context and helps leaders translate those principles into action.  "—Daniel H. Pink, author of TO SELL IS HUMAN and DRIVE"The Ballé books are a great way to get started or to speed up your pace of transformation, personal and organizational.  "—Jim Womack, Founder of Lean Enterprise InstituteIn their new business novel Lead With Respect, authors Michael and Freddy Ballé reveal the true power of lean: developing people through a rigorous application of proven tools and methods. And, in the process, creating the only sustainable source of competitive advantage—a culture More »
Lead With Respect: A Novel of Lean Practice
By: Michael Ballé and Freddy Ballé | July 28, 2014
"Lead With Respect is a terrific book that puts the elements of genuine motivation into a broader context and helps leaders translate those principles into action.  "—Daniel H. Pink, author of TO SELL IS HUMAN and DRIVE"The Ballé books are a great way to get started or to speed up your pace of transformation, personal and organizational.  "—Jim Womack, Founder of Lean Enterprise InstituteIn their new business novel Lead With Respect, authors Michael and Freddy Ballé reveal the true power of lean: developing people through a rigorous application of proven tools and methods. And, in the process, creating the only sustainable source of competitive advantage—a culture More »
Charts, Graphs and Diagrams (2) 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 »
Toyota Production System House
By: Marchwinski, Chet | June 5, 2009
The Toyota Production System "house" shows the elements of a lean system. Source: Lean Lexicon. More »
eLetters (188) Show All »
I've had visible results with lean but my corporate colleagues want to force their ERP and purchasing practices on my division. Any advice?
By: Ballé, Michael | May 11, 2015
Columns; eLetters
Dear Gemba Coach, I’m the head of a business unit and have had visible results with lean. Yet, my corporate colleagues refuse to acknowledge this and want to force their ERP and purchasing practices on my division. This is very frustrating – any advice? More »
How is leadership engaged and trained in lean?
By: Ballé, Michael | May 4, 2015
Columns; eLetters
Dear Gemba Coach,  How is leadership engaged and trained in lean? More »
Forms and Templates (4) Show All »
Standardized Work Chart
December 6, 2012
The standardized work chart shows operator movement and material location in relation to the machine and overall process layout. It should show takt time, work sequence, and standard WIP.  The standardized work chart is one of the three basic forms for creating standardized work, along with the standardized work combination table and job instruction sheet. The purpose of standardized work, according to Kaizen Express from which this form is taken, is to provide a basis for continuous improvement through kaizen.  Kaizen Express, from which this example is taken, is a concise, precise illustrated guide to the fundamentals of the Toyota More »
Standardized Work Combination Table
December 6, 2012
The standardized work combination table shows the combination of manual work time, walk time, and machine processing time for each operation in a production sequence. This form is a more precise process design tool than the Operator Balance Chart. It can be very helpful to identify the waste of waiting and overburden, and to confirm standard work―in―process.  The standardized work combination table is one of three basic forms for creating standardized work, along with the standardized work chart and job instruction sheet. The purpose of standardized work, according to Kaizen Express from which this form is taken, is to provide 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 »
Workshops (43) 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 »