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by Liz McCartney and Zack Rosenburg

Getting Home is the inspiring story of how a nonprofit used lean principles to help rebuild homes for desperate survivors faster and wound up reconstructing the entire disaster recovery process.

The book also details an innovative, 9-step blueprint for how private industry, relief agencies, volunteers, and all levels of government can work together to dramatically shrink the time between when disasters hit and victims get home in a prompt, efficient, and predictable way.

Best Sellers
  1. Managing to Learn: Using the A3 management process by John Shook
  2. Everything I Know About Lean I Learned in First Grade by Robert Martichenko
  3. Learning to See by Mike Rother and John Shook
  4. Lean Lexicon 5th Edition by Lean Enterprise Institute, Inc.
  5. Designing the Future by James M. Morgan, Jeffrey K. Liker
  6. Lean Product and Process Development, 2nd Edition by Allen C. Ward and Durward K. Sobek II
  7. Creating Continuous Flow by Mike Rother and Rick Harris
  8. Value-Stream Mapping Workshop Participant Guide by Mike Rother and John Shook
  9. Building a Lean Fulfillment Stream by Robert Martichenko and Kevin von Grabe
  10. Getting Home by Liz McCartney and Zack Rosenburg
by Mike Rother and John Shook

20th Anniversary Edition

This groundbreaking workbook, which has introduced the value-stream mapping tool to thousands of people around the world, breaks down the important concepts of value-stream mapping into an easily grasped format.

Value-stream maps are the blueprints for lean transformations and Learning to See is an easy-to-read, step-by-step instruction manual that teaches this valuable tool to anyone, regardless of his or her background.

by Mike Rother and Rick Harris

Creating Continuous Flow is the next logical step after Learning to See. The value-stream mapping process defined the pacemaker process and the overall flow of products and information in the plant.

The next step is to shift your focus from the plant to the process level by zeroing in on the pacemaker process, which sets the production rhythm for the plant or value stream, and apply the principles of continuous flow.

Using the A3 management process

Managing to Learn reveals the thinking underlying the A3 management process found at the heart of lean management and leadership.

A unique book layout puts the thoughts of a lean manager struggling to apply the A3 process to a key project on one side of the page and the probing questions of the boss who is coaching him through the process on the other side. As a result, readers learn how to write a powerful A3—while learning why the technique is at the core of lean management and lean leadership.

by Art Smalley

In Four Types of Problemscontinuous 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.

by James M. Morgan, Jeffrey K. Liker

Designing the Future  goes beyond broad generalizations on how to “be innovative” and dig deeper into the theoretical bedrock and concrete development practices that are generating exceptional results at pioneering LPPD companies.

Examples in the book show specifically how companies are redesigning product development systems to consistently design and deliver a progression of market-leading products and services.

Management Accounting in a Lean Organization

Are you getting a true picture of your company’s performance?

The disturbing answer, for most senior managers and CFOs today, is no. The culprit? Current management accounting practices produce financial statements that are unnecessarily complex and confusing. As a result, most companies are run by executives who do not fully understand their own financial information.

This explosive issue and its implications are fully explored in Real Numbers.