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A3s (18) 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: 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 »
Audio (13) Show All »
The Gold Mine (Audiobook - CD)
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 »
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 »
Case Studies (40) 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 »
Herman Miller’s Experiment in Excellence
By: Drickhamer, David | September 4, 2009
With initial support from the Toyota Supplier Support Center, Herman Miller cultivates experimental thinkers who make process improvements every day. Their work has yielded dramatic floorspace and inventory reductions, and improved operational flexibility, which is helping the company manage the global economic downturn. More »
Columns (309) Show All »
GTS6 + E3 = DNA (Break the Code for Standardization, Sustainability, and Kaizen)
By: Tracey Richardson | November 21, 2014
There's no "formula" for doing Lean well, but there are principles and practices that keep you on track. Read Tracey Richardson's (memorable) advice for leading effectively at work. More »
Why Creating Products Customers Actually Want Requires a Great Process
By: Matt Zayko | November 20, 2014
80% of the cost (and hence, waste) is committed for a new product or service by the time product designs get locked-in during development. Still, most PD leaders focus their improvement efforts where 80% of cost is incurred—the operational value stream, post-launch. Learn why your focus should be on lean process design. More »
Events (12) 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 »
Outside Resources (3) Show All »
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 »
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 »
Videos and Webinars (35) 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 (556) Show All »
For Distribution Managers, Lean Means a Sea Change in Roles
By: Graham, David | October 29, 2014
Making the leap to lean management in the warehouse or the supply chain requires the same kind of cultural shift and change in management behaviors as other operational areas. For a successful lean transformation, distribution management needs to take the lead in creating a strong sense of ownership at the operational level, and then provide people on the warehouse floor with the need for change, strategy, and support. Here's how to do it from lean thinker and distribution professional Dave Graham. More »
Think You Know Your Warehouse or Distribution Center? Think Again
By: Graham, David | October 16, 2014
The vast majority of warehouse or distribution center managers have nowhere near the level of detail about the business that’s needed for a lean transformation, according to David Graham, who for 20-plus years has been crawling through inadequate and bogus operational performance reports as part of his job helping warehouses and distribution centers become lean.  A big reason for the scarcity of detailed data, Graham explains, is that in traditionally managed operations, deep knowledge of the business isn’t needed to manage or solve problems.    When glitches arise, the first action often is to add waste to the process -- More »
Books (183) 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 (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 »
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 (350) Show All »
How do we solicit feedback from the shop floor without being overwhelmed by the enormous amount of ideas?
By: Ballé, Michael | November 19, 2014
Columns; eLetters
Dear Gemba Coach,My company is trying to implement a system for collecting, organizing, and maintaining visibility of employee suggestions and ideas.    I think we all know that the "suggestion box" has gone by the wayside.    How do we solicit feedback from the shop floor without being overwhelmed by the enormous amount of amazing ideas that we're asking for? More »
What do you actually do on the gemba?
By: Ballé, Michael | November 4, 2014
Columns; eLetters
Dear Gemba Coach, What is it you actually do on the gemba? More »
Forms and Templates (18) 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 »
Presentations (49) Show All »
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 »
Presentation - Manufacturing’s Next Chapter: The Story of GE Appliances and the Future of Manufacturing in North America
By: Shook, John | December 18, 2013
Lean Enterprise Institute CEO John Shook, during a keynote presentation at the 2013 AME conference, offered lessons about cultural change, the rise and fall and resurrection of various production facilities – and about what’s working soundly at GE’s appliance manufacturing facility in Kentucky.  Join in the Q&A with GE Appliance executives at the 2014 Lean Transformation Summit More »
Value-Stream Maps (8) Show All »
Seeing the Whole Value Stream (Maps from Extending Value-Stream Analysis from the Factory to the Customer — The Auto Wiper Case)
By: Jones, Dan and David Brunt | October 25, 2011
Full size maps from the essay "Extending Value-Stream Analysis from the Factory to theCustomer — The Auto Wiper Case" in Seeing the Whole Value Stream More »
Seeing the Whole Value Stream (Maps from the Wiper Value Stream)
By: Jones, Dan and Jim Womack | October 25, 2011
Full size maps from Parts 1-5 of the workbook Seeing the Whole Value StreamWiper Value-Stream Map Current StateWiper Value-Stream Map Future State 1Wiper Value-Stream Map Future State 2Wiper Value-Stream Map Ideal StateAlpha Motors Assembly — Current StateAlpha Motors Assembly — Future StateBeta Wipers Assembly — Current StateBeta Wipers Assembly — Future StateGamma Stamping Assembly — Current StateGamma Stamping Assembly — Future State More »
Workshops (61) Show All »
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 »
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 »