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A3s (2) 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 »
A3 Strategy Form (from Getting the Right Things Done)
By: Dennis, Pascal | December 11, 2006
A3s; Forms and Templates
A strategy A3 is a one-page storyboard on 11-inch by 17-inch paper that helps us tell our strategy "story.  " Logic flows from top left to bottom right, and each box leads to the next one. Some people might look at a strategy A3 and find it too complicated or busy. This is a normal reaction; we're condensing a lot on to one page. But you'll find that good A3 stories have an intuitive flow and can be told in five to 10 minutes.   Getting the Right Things Done, from which this example is taken, Pascal Dennis outlines the nuts More »
Books (5) Show All »
Everything I Know About Lean I Learned in First Grade (eBook)
By: Robert Martichenko | July 5, 2012
Everything I Know About Lean I Learned in First Grade is a quick, fun introduction to lean. The book connects common lean tools to the broader lean journey, shows how to identify and eliminate waste, and aids the reader in seeing lean for what it truly is: a way to create a learning and problem-solving culture. More »
Everything I Know About Lean I Learned in First Grade
By: Robert Martichenko | March 8, 2012
Everything I Know About Lean I Learned in First Grade is a quick, fun introduction to lean. The book connects common lean tools to the broader lean journey, shows how to identify and eliminate waste, and aids the reader in seeing lean for what it truly is: a way to create a learning and problem-solving culture. More »
Charts, Graphs and Diagrams (1) 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 »
eLetters (91) Show All »
What does customer focus really mean?
By: Ballé, Michael | March 16, 2015
Columns; eLetters
Dear Gemba Coach,  We’re discussing improving our customer focus, but we’ve realized we’re not quite sure what the phrase really means. Any pointers? More »
How demanding can a lean leader be while remaining respectful of staff?
By: Ballé, Michael | March 9, 2015
Columns; eLetters
Dear Gemba Coach,How demanding can a lean leader be while remaining respectful of staff?  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 v7 - 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 (34) Show All »
A Factory of One: Applying Lean Thinking to Improve Your Personal Performance
As lean moves out of the "tool age," leaders—managers, directors, executives— must invest more time in the critical work of lean leadership: going to the gemba to support value creators in their improvement work and coaching and mentoring teams to develop their problem solving capabilities. This ensures that all organizational processes continuously add value to customers. More »
A Factory of One: Applying Lean Thinking to Improve Your Personal Performance (Online Webcast)
This workshop will help leaders understand how three lean concepts – standard work, flow and visual management - can be applied to the gemba of an individual knowledge worker to make communication more effective and less burdensome. It will enable leaders at all levels to focus on value creation rather than becoming more efficient at Management of non-value-creating activities. The workshop will show leaders how they can do their work quicker and with better quality so that they can spend more time at the gemba coaching and mentoring those who work in value—creating roles. More »
Articles (137) 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 »
Case Studies (2) 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 »
Creating the Course and Tools for a Lean Accounting System
By: Chet Marchwinski | June 25, 2003
Case Studies; Charts, Graphs and Diagrams; Value-Stream Maps
A unit of Parker Hannifin used a financial kaizen and other lean accounting techniques to bridge the gaps between shop-floor improvements and traditional financial statements. More »
Columns (361) Show All »
Value Stream Maps and Battle Plans - Are They Worth Nothing?
By: Chet Marchwinski and Judy Worth | March 27, 2015
“I’m reluctant to say maps are nothing, but there’s a difference between maps and mapping," Judy Worth says, paraphrasing Eisenhower’s insight that battle plans meant nothing, but PLANNING for battle was indispensable. “An awful lot of lot of the benefit that comes out of value-stream maps comes from the process of mapping with other people.  " More »
Are You Serving "Internal Customers" or Your Real Customer?
By: Brent Hostler | March 26, 2015
Are teams in your organization working in silos? Do processes feel fractured? Do upstream or downstream steps occurring in different silos adhere to internal service level agreements? If so, Brent Hostler says, it's worth asking if you're team members may be striving to reach outcomes many steps removed from what your customer actually wants. 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 (3) Show All »
Managing on Purpose
By: Shook, John | February 10, 2014
John Shook, CEO of the nonprofit Lean Enterprise Institute, introduces a lean transformation “house” or model that uses five key questions to customize the transformation to a company’s business situation.   Shook believes too many companies defaulted into a prescriptive transformation model by simply trying to copy the tools and techniques in the classic Toyota Production System house that has been around for 40+ years. John will talk about the model at the 2014 Lean Transformation Summit. More »
ARE WE USING THE 5 WHYS INCORRECTLY?
By: By Mike Rother and Constantin May | October 17, 2013
FOR REFLECTION AND DISCUSSION. Like several Lean concepts of the 20th Century, we should perhaps revisit our interpretation of this one. The 5 Whys may be more brainstorming technique than problem-solving technique. See also: http://goo.  gl/pVKilS More »
Videos and Webinars (9) 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 »