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A3s (11) Show All »
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 »
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 (7) 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 (44) Show All »
View from the Hospital Floor: How to Build a Culture of Improvement One Unit at a Time
By: David Drickhamer | April 25, 2016
In this follow-up to our earlier case study "Transforming Healthcare: What Matters Most?", we examine how the Cleveland Clinic is accelerating a lean transformation with a methodology for building a "culture of improvement.  " Here's how it works according to the people making the changes.   More »
Book Clubs Help Agricultural Company Cultivate Lean Culture
By: Chet Marchwinski | February 5, 2016
Two continuous improvement leaders explain how they successfully use book clubs to spread and align understanding of lean management at a large company with multiple sites. They describe their club process and offer startup tips to CI professionals or other leaders who want to organize business book clubs. More »
Columns (515) Show All »
The Role of Strategic Design Events in Lean Healthcare
By: Cameron Ford and Mindy Hangsleben | May 3, 2016
Faced with a new incoming healthcare policy, Mindy Hangsleben and her team at the Centers for Medicare and Medicaid Services knew a transformation was needed. Their solution to learning what they needed to become involved a strategic design event incorporating both lean and design thinking to gain the input they needed to adapt to the new policy. Read more. More »
Ask Art: What Lean Books Should I Start With?
By: Art Byrne | April 28, 2016
Art Byrne shares with us his book recommendations to newcomers on insights into the philosophy and general approach behind 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 (20) Show All »
Kata Puts the "Continuous" in Continuous Improvement
By: By Drew Locher | February 1, 2016
In this 6-minute video, Drew Locher of Change Management Associates makes the 'Case for Kata’ by explaining what it takes for teams to develop the skills and habits of Continuous Improvement culture, and how practicing the routines of the IK and CK helps you do that. More »
THE CHINESE FARMER
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 »
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 (386) Show All »
“The Most Fun I’ve Ever Had in an Accounting Class!” -- Student Reacts to Learning Lean Accounting
By: Chet Marchwinski | February 10, 2016
Since 2008, the cost for a student and professor to attend the annual Lean Accounting Summit has been offset by the Lean Enterprise Institute’s sponsorship of the Excellence in Lean Accounting Award. LEI talks to  past award winners to see what -- if any -- impact the scholarship has had.    More »
Why Your Lean Journey Needs a Self-Evaluation
By: Doug Bartholomew | January 7, 2016
Every company on a lean journey needs to occasionally step back and evaluate where they are, where they have gaps in performance, and what steps they can take to close those gaps and achieve their overall goals. 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 (337) Show All »
What do you think about a new boss who wants us to use A3s to solve problems rigorously?
By: Ballé, Michael | April 25, 2016
Columns; eLetters
Dear Gemba Coach, My new boss wants us to use A3s to “teach us how to solve problems rigorously” – her words. I find the process cumbersome, it goes against everything I know about creative problem solving and, personally, I resent the idea that my boss wants to teach me how to think. What’s your take on this? More »
Why won't operators use andons?
By: Ballé, Michael | April 18, 2016
Columns; eLetters
Dear Gemba Coach, We’re struggling with andons. We’ve set up a button for operators to press and call for help, but they’re not using it as much as we hoped, and we don’t know how to make it work properly. Any thoughts? 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 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 »