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A3s (12) 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 (282) Show All »
Accounting for the Lean Accounting Award
By: Chet Marchwinski | August 18, 2016
In this series, we talk to past winners of the Excellence in Lean Accounting Award to learn what impact the award and the scholarship it supports has had on the teaching and practice of accounting.   More »
Why Learning is Central to Sustained Innovation
By: Michael Ballé, James Morgan, Durward Sobek II | May 12, 2016
Skilled people, not processes or new tools, create great products, according to an article on innovation by Lean Enterprise Institute researchers appearing in the Spring 2016 issue of MIT Sloan Management Review. “Why Learning is Central to Sustained Innovation,” by Michael Ballé, James Morgan, and Durward Sobek II, is part of a special report on product development.    More »
Audio (5) 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 »
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 »
Books (67) 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 (29) Show All »
Lean + Circular Principals = a New True North for Manufacturer
By: Doug Bartholomew | June 15, 2016
SunPower's lean journey resembled most others until it defined a new mission, a new True North. The mission statement changed from the business-like “install 10 gigawatts of solar panels by 2016" to the inspirational “change the way our world is powered.  " To achieve it, SunPower melded lean principals with those of the “circular economy” to launch what it called a CLean Transformation. Instead of following the traditional linear economic model of take, make, dispose, it follows a circular model of reuse, remanufacture, and recycle. Learn the business and environmental payoffs of linking lean and clean. More »
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 »
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 »
Toyota Production System House
By: Marchwinski, Chet | June 5, 2009
The Toyota Production System "house" shows the elements of a lean system. Source: Lean Lexicon. More »
Columns (564) Show All »
Orchestrating Your Product Development Process with Milestones
By: Jim Morgan | August 25, 2016
"Effective milestones are an important part of a company’s development process, especially in today’s era of team-based sprints and stand-ups," writes Jim Morgan. "Yet many companies struggle to successfully create and employ milestones; and some don’t even understand their relevance beyond updating senior leadership.  " Read more. More »
You Can't Know If You Don't Know
By: John Y. Shook | August 24, 2016
Recently LEI Chairman and CEO John Shook found an interesting blog by Dr. Helen Kales of the University of Michigan, musing on a powerful set of words that can mean everything in lean thinking. The set of words resonated with John too, and he now shares his thoughts on the value it holds in his latest piece for the Lean Post. More »
eLetters (295) Show All »
Do we need more research to understand what works and what doesn’t when implementing lean healthcare?
By: Ballé, Michael | August 1, 2016
Columns; eLetters
Dear Gemba Coach, There are controversies over whether lean/TPS works in healthcare or not. Authorities in lean practice suggest conducting research that compares outcomes with lean and without. I feel like we are stuck proving wasteful activities are still valid when we run to research. More »
We’re installing an andon system – what should we expect?
By: Michael Ballè | July 18, 2016
Columns; eLetters
Dear Gemba Coach, We’re installing an andon system – what should we expect? 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 (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 »
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 (3) 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 »
Value-Stream Maps from Learning to See
By: Rother, Mike and John Shook | June 2, 2003
Value-stream map excerpts from Learning to See More »
Videos and Webinars (21) 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 (60) 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 »