Home > About LEI> About Us> People> Tracey Richardson
Tracey Richardson

Tracey Richardson

Co-Owner, LEI Faculty, Teaching Lean Incorporated

Tracey has over 24 years experience in different roles within Toyota and learned lean practices as a Group Leader at Toyota Motor Manufacturing Kentucky from 1988-1998. She was one of the first team members hired, with the fortunate opportunity to learn directly from the Japanese trainers. As a Group Leader and Quality Circle Advisor, she learned first-hand about lean tools and culture development. Now, as President of Teaching Lean, Inc. Tracey currently works within Toyota Motor Manufacturing plants and suppliers and other companies on their lean journeys, helping them develop the capabilities of employees - from the team-member level up to company leadership - through problem-solving and aligning daily activities with company business plans (PDCA-hoshin), enabling these companies to create a lean culture that is the foundation for success and long term sustainability. Tracey is an active coach and contributor to LEI's MTL A3 Dojo available on lean.org. Tracey also teaches several problem-solving and A3 workshops as an LEI faculty member.

Articles by Tracey Richardson
Don't Call It...Anything
Would lean be easier to teach and learn if it weren't called lean? If in fact it weren't labeled at all? Tracey Richaardson explains why. More »
Are You Being SMART?
Coach Tracey Richardson shares five key qualities that should inform your A3 thinking.    More »
What is Your Line of Sight?
Coach Tracey Richardson explains why having a line of sight aligns you with the organizations purpose, and helps you determine how to define your own line of sight.    More »
Are You Having Problems with Your Problem-Solving?
Here are some useful questions to ask about how you approach problems. Following them may help you avoid some common mistakes and form better habits.    More »
How are Assumptions Framing the Way You Do Business?
Coach Tracey Richardson shares a productive way to examine whether you are dealing with facts or assumptions at the gemba.    More »