This page on the U.S. Army's Materiel Command's web site lists at least two dozen success stories in applying lean and six sigma concepts.(Stories vary greatly in the amount of detail provided.)

Many lean thinkers ask how they can accelerate the pace of a transformation or spread it to other facilities. EMCO Enterprise’s Des Moines plant has an answer for both questions.

Despite business’s declared need for graduates experienced with lean concepts, most colleges and universities offer only a lean module or course here and there. But at the University of Alabama in Huntsville, faculty of the Industrial Systems and Engineering and Engineering Management department understand that their graduates should have knowledge of and experience with these concepts when they enter the marketplace, and they’re making sure that happens. (A Lean Enterprise Institute Case Study.)

Medtronic Xomed expanded the lean transformation beyond the shop floor to areas such as international distribution, product development, and domestic shipping. Along the way, company leadership also reorganized the operational structure by value-streams.

Dr. Marshall Schreeder treats cancer and treatment processes at the Clearview Cancer Institute in Alabama.

Learn why the lean concept of every part, every interval (EPEI) is the “backbone” of lean in this aerospace machine shop by leveling the mix in demand to create flow through a cell.

While many plants have used value-stream thinking and practices such as current- and future-state mapping, Parker Hannifin Corporation's New Haven, IN, plant has created a value-stream culture centered on autonomy, entrepreneurialism, and lean principles. The change started after months of lengthy discussions among functional leaders, who ultimately determined the best way to remain competitive was to relinquish much of their control to value-stream teams. Along the way, the plant had to overcom

Faced with downtime on key pieces of sophisticated equipment in a machine-intensive environment, Delphi's Plant 1 launched a successful improvement effort by focusing on rigorous problem solving to create basic stability. This Lean Enterprise Institute case study shows you what plant management, staff and employees did.

Principals and staff at Columbus, Ohio, schools created current states and future states of a diagnostic testing process in order to identify students' weaknesses and to improve the processes of setting up, administering, and analyzing the tests.