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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 »
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 »
Audio (16) 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 »
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 »
Case Studies (39) Show All »
Sustain Your Lean Business System with a “Golden Triangle”
By: Marchwinski, Chet | April 1, 2014
When medical device maker Phase 2 fought off an overseas challenge by meeting the global price, margins took a big hit. With help from customer Medtronic Advanced Energy, the company rebuilt margins by lifting its lean operating system to a higher level and keeping it there with a "golden triangle" of sustainability. 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 (291) Show All »
Keep It Simple: Value Stream Map at the Gemba
By: Dave LaHote | October 22, 2014
Sometimes we build value stream mapping up to be a much bigger process than it needs to be, forgetting to include key people in the mapping process. Dave LaHote shares a story of how powerful value stream mapping can be when it's used well. More »
Do As I Say, Not As I Do
By: Erin Urban | October 21, 2014
"What the leader demonstrates as important is what the team will focus on," writes Erin Urban. "If we are to be the change we wish to see and model the behavior we teach, we must be cognizant that we are not sending the wrong message by our actions.  " 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 »
Presentations (48) 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 »
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 »
Videos and Webinars (33) 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 (585) Show All »
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 »
"How to Lead with Respect" -- Follow-Up Q&A to the Webinar
By: Ballé, Michael | September 29, 2014
At the end of the lean management webinar “How to Lead with Respect,” we had a couple of hundred questions left over that presenter and author Michael Ballé didn’t have time to answer.  After reviewing the questions, several main themes emerged. We’ve selected your questions that best represent those themes and present them here with answers from Michael.  Q:Can you give examples of two improvements that can only happen within relationships to help me better understand this concept?A: Teaching lean thinking to the COO of a new company. In shipping, we start with a Truck Preparation Area --  the logistics 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 »
Shingo Prize Transformation Model
By: Shingo Prize | December 8, 2009
A graphic of the Shingo Prize model for principle-centered operational excellence. More »
eLetters (347) Show All »
How is standardized work different from the Taylorist one best way?
By: Ballé, Michael | October 19, 2014
Columns; eLetters
How is standardized work different from the Taylorist one best way? More »
How can I train technical experts who know more about the work than I do?
By: Ballé, Michael | October 6, 2014
Columns; eLetters
Dear Gemba Coach,I understand I have to train people, but I work in a very technical area and they all know far more about their jobs than I ever will. How can I train them if they know more than I do? More »
Forms and Templates (18) Show All »
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 did 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 »
Value-Stream Maps (8) Show All »
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 »
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 »
Workshops (57) 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 »