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A3s (6) Show All »
Welcome to the MTL A3 Dojo
By: Shook, John | February 9, 2011
A3s; Articles
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 Template
By: Sobek, Durward | January 16, 2010
A3s; Forms and Templates
Thanks to Associate Professor Durward Sobek, Mechanical and Engineering Dept.  , Montana State Univ.  , for sharing this A3 template and illustration of an improvement cycle for using it. More »
Audio (4) 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 »
Podcast with John S. Toussaint, MD, about Lean at ThedaCare
By: Graban, Mark | January 12, 2009
Mark Graban welcomes John Toussaint, MD, CEO emeritus of ThedaCare, and CEO of the ThedaCare Center for Healthcare Value, to his Lean Blog podcast. Dr. Toussaint, known for his leadership of the lean efforts at ThedaCare, done under the heading of the ThedaCare Improvement System, talks about ThedaCare's lean journey and how lean concepts can help what ails U.  S. healthcare.   Listen via this player or click the link below:   More »
Case Studies (12) 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 »
Columns (451) Show All »
Mapping Out Your Gemba Walks
By: Andrew Quibell | November 25, 2015
"Gemba walks may sound like Lean 101 but they still require 110% of your undivided attention," writes Andrew Quibell. "And even then the problems that sent you on the gemba walk may go unnoticed if you don’t know what exactly you’re looking for.  " Check out Quibell's favorite sketch for mapping and honing the focus of his gemba walks. More »
Small Batch: Hand-Picked Articles from the Global Lean Community (Vol. 4)
By: Lean Leaper | November 24, 2015
Our picks for the best high-impact learning stories and columns from Planet Lean. 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 (13) Show All »
By: Narrated by Alan Watts | September 1, 2015
Scientific thinking is about the limits of logical efforts. We organize and plan and try to create ideal situations, yet the larger picture is not accessible to us. The mind maneuvers, craves, thinks and plans how to obtain what we want and avoid what we don't like. But we can't control the future that way because there are too many factors. Every step we take is an interesting experiment. (Animation by Steve Agnos.  ) More »
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 »
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 (194) Show All »
Personal Kanban: You Can’t Manage What You Can’t See
By: Drickhamer, David | November 13, 2015
Learn how to use a personal kanban board to better manage personal and project work, while improving organization, communication, and morale. More »
Practical Guidance for Using Humble Inquiry in PDCA Problem Solving and Coaching
November 13, 2015
David Verble, a Toyota veteran and LEI faculty member, explains to lean coaches and continuous improvement professionals why "Humble Inquiry" is a core problem-solving skill and how to start using it. More »
Books (32) Show All »
The Gold Mine Trilogy Study Guide
By: Michael Ballé and Tom Ehrenfeld | October 12, 2015
A way for teams to improve their lean practice together through reflection on the Ballé novel trilogy: The Gold Mine, The Lean Manager, Lead With Respect More »
Lean Product & Process Development, 2nd Edition (Japanese)
By: Allen C. Ward and Durward Sobek II | September 26, 2014
Buy this publication from: Amazon Japan More »
Charts, Graphs and Diagrams (3) 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 »
eLetters (209) Show All »
Why you can't convince your boss to support lean activities, unless ...
By: Ballé, Michael | November 16, 2015
Columns; eLetters
Dear Gemba  Coach,I work as a deployment champion in a manufacturing company, but I don’t have the support of my managers because they don´t believe in the lean methodology. Which lean tools can be used to help them believe? More »
Why are there so many different opinions about what lean management is and isn't?
By: Ballé, Michael | November 2, 2015
Columns; eLetters
Dear Gemba Coach I have attended several lean conferences and am deeply interested in the topic, but puzzled about the diversity of viewpoints. Any advice on how to make up my own mind about what “lean” really is? 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 (49) 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 »
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 »