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A3s (13) 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 (6) 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 »
Case Studies (31) 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 »
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 (554) Show All »
CLean and Green: How SunPower Used Lean to Address Sustainability
By: Lean Leaper | July 28, 2016
After years of lean practice, solar-device manufacturer SunPower wanted something more. They wanted to continue their journey of continuous improvement and become a more sustainable company, like the the products they sold. Their approach didn't just involve lean - it incorporated a sustainable economy model, creating a hybrid approach that they called "CLean.  " Read more. More »
You Need More Smoke Detectors: Countering Firefighting with Leader Standard Work
By: Aaron Hunt | July 27, 2016
Excessive firefighting is a major threat to lean transformations - it may seem easier to time-strapped managers, but it does nothing to foster a culture of problem-solving thinkers. Aaron Hunt of Washington Health System knows this all too well, and now shares his organization's favorite firefighting deterrent. More »
Events (5) Show All »
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 »
2013 Transformation Summit
November 15, 2012
March 13-14, 2013 - Orlando, Florida. Focus and accelerate your lean efforts by using your tranformation model to guide capability development. More »
Presentations (28) 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 »
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 »
Workshops (57) 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 »
Articles (407) Show All »
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 »
“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 »
Books (57) 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 »
Lean Product & Process Development, 2nd Edition (Japanese)
By: Allen C. Ward and Durward Sobek II | September 26, 2014
Buy this publication from: Amazon Japan 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 (378) Show All »
How do we pass the baton from one lean leader to the next?
By: Michael Ballè | July 25, 2016
Columns; eLetters
Dear Gemba Coach, What are your thoughts about ensuring that a lean transformation persists past a leader’s tenure at an organization? 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 »
Forms and Templates (18) 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 »
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 »
Videos and Webinars (20) 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 »