A collection of essays by Jim Womack based on the many gemba walks he has taken around the world. The 2nd edition contains 12 new essays in sectors such as healthcare and government.
This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream.
A sight we frequently encounter when touring plants is the relocation of processing steps from departments (process villages) to product-family work cells, but too often these "cells" produce only intermittent and erratic flow. Output gyrates from hour to hour and small piles of inventory accumulate between each operation so that few of the benefits of cellularization are actually being realized; and, if the cell is located upstream from the pacemaker process, none of the benefits may ever reach the customer.
This sequel to Learning to See (which focused on plant level operations) provides simple step-by-step instructions for eliminating waste and creating continuous flow at the process level.
Gemba Walks (Simplified Chinese)
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.
Hungarian translation of Everything I Know About Lean I Learned in First Grade
Perfecting Patient Journeys is a guide to value-stream improvement for leaders of healthcare organizations who want to implement lean thinking and engage employees in solving problems in order to deliver better and more efficient care. Readers will learn how to identify and select a problem in the performance of a value stream, define a project scope, and create a shared understanding of what's occurring in the value stream. Readers will also learn to develop a shared vision of an improved future, and hopefully work together to make that vision a reality.