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A3s (12) 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 »
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 (6) 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 »
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 (42) 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 (454) Show All »
Using A3 Thinking to Solve Recruiting Problems
By: Gavin Martin | December 1, 2015
It's a shame that A3s are often thought of as being meant to solve manufacturing problems. The reality is they can be used to explore and resolve challenges in any industry or field, including recruiting, as Gavin Martin has seen. Here's his story of using A3 thinking to solve a costly recruitment problem at his organization. More »
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 »
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 (19) 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 (19) 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 (407) 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 (48) 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 »
Management on the Mend
By: John Toussaint | June 3, 2015
Five years after his debut book, On the Mend, showed how a large, cradle-to-grave health system revolutionized the way care is delivered, Dr. John Toussaint returns with news for healthcare leaders. There is a clear framework for success for such a transformation. And senior leaders need to be far more intimately involved.  While studying and assisting hundreds of organizations transitioning to lean healthcare, Dr. Toussaint witnessed many flaws and triumphs. Those organizations that win – creating better value for patients while removing waste in the system – have senior managers that lead by example at the frontline of care. The best 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 (322) Show All »
How can I speed up my team’s lean learning?
By: Ballé, Michael | November 30, 2015
Columns; eLetters
Dear Gemba Coach,How can I speed up my team’s lean learning?  More »
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 »
Forms and Templates (4) 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 (5) 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 (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 »