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A3s (8) Show All »
Welcome to the MTL A3 Dojo
By: Shook, John | February 9, 2011
A3s; Columns
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 (5) 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 »
Podcast: Using Lean in Professional Services (Dr. Sami Bahri, D.D.S.)
By: Dager, Joe; Bahri, Sami | January 12, 2010
In this podcast, Joe Dager of Business 901 interviews Dr. Sami Bahri, D.  D.  S.  , "The World's First Lean Dentist" and author of "Follow the Learner" from LEI. The 30-minute discussion is a nice overview of Dr. Bahri's lean journey and the transferrable lessons he has learned along he way. More »
Case Studies (13) Show All »
Lean Management Case Studies
By: Marchwinski, Chet | May 16, 2014
The following examples of lean management principles in action show how a variety of businesses and organizations applied lean principles to solve real business problems under diverse business conditions. We’ve arranged them in 16 categories to help you find the examples you need.  Be sure to read LEI’s complementary Senior Executive Series on Lean Leadership to find out how many of the executives cited in these case studies changed how they managed and led. More »
Sustain Your Lean Business System with a “Golden Triangle”
By: Marchwinski, Chet | April 1, 2014
When medical device maker Phase 2 fought off an overseas challenge by meeting the global price, margins took a big hit. With help from customer Medtronic Advanced Energy, the company rebuilt margins by lifting its lean operating system to a higher level and keeping it there with a "golden triangle" of sustainability. More »
Columns (417) Show All »
Born Lean Thinkers
By: Lean Leaper | June 30, 2015
Kids are born asking the right questions. Now if only it were so easy as adults. More »
Lean, Agile, Joy
By: Richard Sheridan | June 26, 2015
Rich Sheridan, CEO of Menlo Innovations, shares his thoughts on why the lean software and lean manufacturing communities need each other. 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 (15) Show All »
WE ARE ALL APPRENTICES
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 »
KATA CASE EXAMPLE - GKN SINTER METALS
By: By Wayne Meyer | July 1, 2014
This month's video is a case example of deploying the Improvement Kata & Coaching Kata. Wayne Meyer illustrates GKN's application, explains how to get an organization to change and provides highly-useful lessons learned. Be sure to watch the final Q&A portion of the video for extra insights. More »
Value-Stream Maps (6) 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 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 (52) 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 (219) Show All »
Leadership Q&A: Lisa Yerian, MD, Medical Director of Continuous Improvement, Cleveland Clinic Foundation
By: David Drickhamer | May 28, 2015
From the LEI senior executive series on lean leadership: Lisa Yerian, MD, director of Hepatobiliary Pathology and medical director of continuous improvement, Division of Clinical Transformation, Cleveland Clinic, discusses how to engaging staff, doctors and senior leaders, healthcare reform’s impact, where to start a lean transformation, and why she took on responsibility for continuous improvement. More »
Why a Plan for Every Part Is Essential to Lean Transformations
By: Doug Bartholomew | April 17, 2015
The lack of a lean material-handling system for purchased parts will undermine your efforts to establish and sustain  continuous-flow cells and small-batch processing. The first step is to develop the Plan For Every Part (PFEP). This basic database fosters accurate and controlled inventory reduction and is the foundation for the continuous improvement of your material-handling system. More »
Books (38) Show All »
Lean Lexicon 5th Edition
By: Lean Enterprise Institute, Inc. | January 21, 2014
The fifth edition of the Lexicon, first published in January 2003, is 140 pages, containing 60+ illustrations and 207 key terms from A3 Report to Yokoten. The Lexicon already covers such key lean enterprise terms as jidoka, kanban, kaizen, lean consumption, lean production, lean enterprise, pull production, standardized work, takt time, Toyota Production System, and value-stream mapping. It also has a simple, one-page guide to pronouncing Japanese terms. More »
Lean Lexicon 5th Edition (eBook)
By: Lean Enterprise Institute, Inc. | January 21, 2014
The fifth edition of the Lexicon, first published in January 2003, is 140 pages, containing 60+ illustrations and 207 key terms from A3 Report to Yokoten. The Lexicon already covers such key lean enterprise terms as jidoka, kanban, kaizen, lean consumption, lean production, lean enterprise, pull production, standardized work, takt time, Toyota Production System, and value-stream mapping. It also has a simple, one-page guide to pronouncing Japanese terms. More »
Charts, Graphs and Diagrams (2) 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 (227) Show All »
How can I tell if people “get” lean thinking; what signs should I look for?
By: Ballé, Michael | June 29, 2015
Columns; eLetters
Dear Gemba Coach,  I’ve been training teams to do lean, intensively at first, and with paced-out coaching later. How do I know if they “get it”? What should I be looking for in behavior change? At what point should they be autonomous? More »
Two managers I relied on a lot are still fighting a two-year-old pull system and creating a lot of conflict on the team. Is this normal?
By: Ballé, Michael | June 18, 2015
Columns; eLetters
I’m two years into establishing a pull system through my plant. It hasn’t been easy because of the high mix/low volume environment, but I feel we’re getting there with clear improvements in service and lower inventories. However, two of my key managers are still fighting the system and creating a lot of conflict on the team. These are good guys I used to rely on a lot, but now I don’t know. Is this normal? More »
Forms and Templates (15) 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 did 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 (16) 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 »