In Four Types of Problems, continuous improvement expert and author Art Smalley shows you how to break the “hammer-and-nail” trap.

He demonstrates that most business problems fall into four main categories, each requiring different thought processes, improvement methods, and management cadences

Level set lean training for your team easily, quickly, and cost effectively.

Nov. 1-2: New! Building a Lean Operating & Management System

Learn how companies are using Lean Product & Process Development (LPPD) to create a sustainable system for consistently delivering great products and profitable value streams.

Want to learn more? Visit our LPPD community page.

Jim Lancaster, Lantech CEO, candidly describes what the erstwhile “kings of kaizen” did to revive a wilting continuous improvement effort – that quadrupled profits – by introducing a daily management system rooted in maintaining basic process stability and engaging people at all levels. Includes a bonus follow-up Q&A with Jim.

LEI Executive Chairman John Shook is a lean management thought leader and award-winning author of groundbreaking books and articles on lean thinking and practice.

In this archive of articles and e-letters, he offers insights and reflections on leadership, coaching, innovation, using A3s, the changing nature of work, and a variety of topics central to successful lean transformations.

Womacks's Yokoten: What does a lean employer look like? In this month’s column, the author reflects on the long-term commitment to employees a company engaged in lean thinking should make.

A short video by emsstrategies.com to address the issue that once you've drawn a future-state map, how do you effectively move from current to future state? We need a sense of direction or challenge, which VSM can help provide, but we also need some scientific-thinking skills for navigating our way there. VSM is a way to define direction, and practicing Toyota Kata develops your skills to get there.