Creating Level Pull: Una guida ai sistemi di Lean production per il controllo della produzione, le operations e la progettazione

Using the improvement model popularized by the Toyota Production System, ThedaCare arrived at lean healthcare and three organizing principles – focus on patients, value, and time – that are built upon a foundation of continuous improvement and respect for people. See how they applied these principles to a large medical system with striking results.

Using the improvement model popularized by the Toyota Production System, ThedaCare arrived at lean healthcare and three organizing principles – focus on patients, value, and time – that are built upon a foundation of continuous improvement and respect for people. See how they applied these principles to a large medical system with striking results.

This workbook explains step-by-step a comprehensive, real-life implementation process for optimizing your entire fulfillment stream from raw materials to customers, including practical insights into two critical concepts: calculating the total cost of fulfillment and collaborating across all functions and firms along the fulfillment stream.

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.

In this two-hour seminar recorded live, lean management thought leader James Womack explains how to manage and lead in a lean management system, the successor to obsolete “modern management” methods.

Managing to Lean (Japanese)

A challenge that many organizations face today is twofold: creating a lean system that will give them a competitive advantage, and sustaining that advantage as implementation progresses. The Gold Mine, LEI’s first book of fiction, combines the technical and human aspects of implementing a lean system into a story that readers will find engaging and instructive. Its sequel, The Lean Manager, provides a definitive guide for sustaining operations and fostering a learning culture. The Leader’s Study Guide provides chapter summaries, discussion points, and recommended resources to enhance your understanding of The Gold Mine.

For many companies, the most important problem is not doing lean; it is becoming lean. How can they advance beyond realizing isolated gains from deploying lean tools, to fundamentally changing how they operate, think, and learn? In other words, how can companies learn to go beyond lean turnaround to achieve lean transformation?

The Lean Manager, by lean experts Michael and Freddy Ballé, addresses this critical problem. The sequel to the Ballé’s international bestselling business novel The Gold Mine, The Lean Manager tells the compelling story of plant manager Andrew Ward as he goes through the challenging but rewarding journey to becoming a lean manager. Under the guidance of Phil Jenkinson (whose own lean journey was at the core of The Gold Mine), Ward learns to use a deep understanding of lean tools, as well as a technical know-how of his plant’s operations, to foster a lean attitude that sustains continuous improvement.