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Role: Manager
A3s (16) 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 »
Articles (452) Show All »
Managing Workflow—the Lean Way
By: John Shook, Chairman and CEO, and Alice Lee, executive director, Lean Enterprise Institute | October 21, 2016
The main responsibility of CIOs and other information technology managers is to create an environment for work to flow, according to John Shook, CEO, Lean Enterprise Institute (LEI) and Alice Lee, LEI executive director, writing in CIO magazine. More »
Students “Shocked” that Lean Accounting Isn’t More Widespread
By: Chet Marchwinski | October 19, 2016
Lean accounting seemed “so logical” to her students that they asked Professor Pencak, winner of a Lean Education Advancement Foundation scholarship, “Why isn’t everybody doing this?” More »
Audio (7) Show All »
The Gold Mine (audiobook)
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 »
Books (71) Show All »
Follow the Learner: The Lean Dentist
By: Sami Bahri, DDS | June 1, 2016
The Lean Dentist tells how a dental group transforms itself from typical batch-and-queue patient treatment to improved and profitable "one-patient flow.  " Formerly known as Follow the Learner, this book follows the effort, engagement, and success of Dr. Sami Bahri and his team, as they work through the ideas of lean in all areas of their practice. More »
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 »
Case Studies (46) Show All »
Thrustmaster Comes Around
By: David Drickhamer | November 23, 2016
The following Lean Enterprise Institute case study reveals how Thrustmaster of Texas successfully adopted lean thinking and practices to make sustainable improvements in a short period of time, and how other manufacturers of highly engineered, low-volume products can follow their lead using the Lean Transformation Framework. More »
Manufacturing Balancing Act: Pull Versus ERP
By: Chet Marchwinski | September 23, 2016
In this follow-up story to our case study about Phase 2 Medical Manufacturing, Inc.  , the company faces an enviable dilemma: because the lean transformation has spurred strong sales growth, Phase 2 needs a new or expanded parts warehouse. Instead, it expands the pull system by connecting the plan-for-every-part database that underpins one-piece flow production with the enterprise resource planning system, typically associated with big batch production. 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 »
Columns (602) Show All »
Advice from the Gemba: The Most Frustrating Types of Waste (and How to Eliminate Them!)
By: Lean Leaper | December 1, 2016
If you've ever lost sleep over a particularly frustrating source of waste in your organization, you're not alone. Some forms of waste are easier to eliminate - others are so hard that they start to blur the line between "challenging" and "enraging.  " Today we feature three experienced lean practitioners with the most frustrating types of waste they've encountered, plus their favorite tips for eliminating them. More »
Mindfulness: A Practice, a State of Being, an Essential!
By: Amy Sandler | November 30, 2016
Many of us are familiar with the term "mindfulness," especially in the context of being aware of our surroundings. But there is much more to mindfulness than just that, from its many different forms to its role in a lean transformation and beyond. Amy Sandler shares more about this versatile term and how we can harness it to improve our everyday lives. More »
eLetters (401) Show All »
Does a Lean Company Need Explicit or Implicit Leadership?
By: Ballé, Michael | November 28, 2016
Columns; eLetters
Dear Gemba Coach, Explicit leadership or implicit leadership? Does an explicit style sustain a lean organization? More »
Does lean have an ethical perspective other than goal-oriented efficiency?
By: Ballé, Michael | November 14, 2016
Columns; eLetters
Dear Gemba Coach, As a follow-up to your previous column on the question of whether lean has a spiritual dimension, does lean have an ethical perspective other than goal-oriented efficiency? 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 »
Forms and Templates (12) Show All »
Problem Definition Worksheet
By: Lean Transformations Group | June 17, 2013
In order to continuously improve, you must be able to find problems in order to solve them.  Once you have found a problem, the first step you must take is to make sure you have properly defined the problem. One way to look at problems (i.  e.  , gaps) is to think in terms of standards. A gap can exist between current performance and an established standard or a new standard that you are attempting to achieve. A problem also can be unwanted variation in performance even when average performance appears acceptable. When even a single out-of-specification event is a More »
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 »
Outside Resources (1)
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 »
Presentations (26) 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 »
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 »
Value-Stream Maps (8) Show All »
Value-Stream Map Zones (from Perfecting Patient Journeys)
By: Lean Transformations Group | January 29, 2013
Developing a current-state map creates a common understanding of how things really work today in the value stream (not necessarily what the documentation says or some might believe) so that the stakeholders can work together to identify and address problems and make improvements. Remember, see together, learn together, act together. All value-stream maps are laid out in a horizontal format. They capture major categories or zones of fact finding. We find it helpful to think about value-stream maps in terms of the following six zones: customer, supplier, processes, information flow, process data, and a timeline and summary. Perfecting Patient Journeys, More »
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 »
Videos and Webinars (23) 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 »
Workshops (65) 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 »
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 »