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Art of Lean on Situational Leadership, Part 2: Toyota, Taiichi, and TWI Job Instruction
By: Art Smalley | January 22, 2021
Columns
After the introduction to what situational leadership actually is, Art Smalley returns to run through some examples as to how this process of development has been, and continues to be, incredibly effective. Stay tuned for next week's episode as well, which will tackle further quadrants and coaching examples. More »
Implementing Lean Accounting in a Publicly Traded Company
By: Nick Katko | January 21, 2021
Columns
Learn how this multi-plant, multinational publicly traded company in the packaging industry embarked on its lean accounting transformation journey. Then, watch for more articles in this occasional ongoing series, which demonstrates how lean accounting can be rolled out in a larger, more complex organization. More »
Ask Art: Why Are Leaps of Faith Involved in a Lean Turnaround?
By: Art Byrne | January 20, 2021
Columns
Leaps of faith are not incidental associations with a lean turnaround; they are a basic requirement, argues lean veteran Art Byrne. More »
Planning the Purposeful Turnaround
By: Josh Howell | January 19, 2021
Columns
The capability to repurpose, and then to redesign and retool, is critically important in these challenging times, says Josh Howell, who adds: I hope you have enough cash and the built-in capability to learn what’s needed for a successful turnaround. More »
How the Hoshin Kanri Process Coupled with Coaching Drives Lean Transformation,” Part 2
By: Laura Mottola | January 18, 2021
Columns
Discover how a coach can help leaders execute a successful organizational transformation using the hoshin kanri process. More »
Art of Lean on Situational Leadership, Part 1: An Introduction
By: Art Smalley | January 15, 2021
Columns
Continuing his Art of Lean series, Art Smalley is back with a new topic and five parts, all focusing on situational leadership. In this first part, Art takes you through this topic's history and delves into specific cases and steps within this process, from diagnosing the situation to partnering for performance. More »
Let's Celebrate Work
By: John Shook | January 14, 2021
Columns
Is your work meaningful or menial? LEI Senior Advisor John Shook challenges us to aim to make all work meaningful by building our businesses based on the work itself and prioritizing the means over the ends. More »
Tips for Following Through on Improvement Plan Execution
By: David Verble | January 13, 2021
Columns
There is a critical difference between follow-through and follow-up during the A3 problem-solving process as David Verble, a veteran lean management coach with 30+ years of hands-on experience with A3s, explains. More »
How to Engage Everyone to Create a “Continuous Innovation Machine”
By: Jim Morgan | January 12, 2021
Columns
In a presentation to hundreds of engineers at a Fortune 100 manufacturer, Jim Morgan, an engineering PhD and former product development executive, explained what distinguishes Lean Product and Process Development (LPPD) from traditional methods of innovation. Morgan, who now is senior LPPD advisor at the nonprofit Lean Enterprise Institute, cited which of LPPD's three elements was paramount. More »
Develop Your People Patiently Rather Than Rely on Super Taylorism
By: Rose Heathcote, Daryl Powell and Eivind Reke | January 11, 2021
Columns
Lean starts with quality, argue the authors, who note that by worrying about and improving quality, we are also reducing both the cost of our misconceptions and the real cost of our products - by developing our people. More »
Looking at 5 Easy Steps to Simplify the A3 Process
By: Eric Ethington | January 8, 2021
Columns
Taking on an A3 can be daunting, and Eric Ethington is here to remind you that this is normal, but preventable. He has five great steps for you that will make the process easier from the jump start to the first draft of your A3. More »
How Cascading A3s Deploy Responsibility to Think as Well as Assign KPIs
By: David Verble | January 7, 2021
Columns
During a recent virtual workshop on how to use the A3 problem-solving methodology, a CEO asked how to cascade A3s down through every level of the company to link specific initiatives and strategic goals. Below is the answer from workshop instructor David Verble, during a follow-up conversation with the CEO and the company’s organizational development vice president. More »
Diving Deeper into The Toyota Way: A Transcript of the WLEI Podcast with Jeff Liker
January 6, 2021
Articles
In this transcript of the WLEI podcast episode, Jeff Liker explains why he has produced a revised second edition of The Toyota Way, and elaborates on the new focus and content of his classic book.    More »
How the Hoshin Kanri Process Coupled with Coaching Drives Lean Transformation, Part 1
By: Laura Mottola | January 6, 2021
Columns
Learn about some of the intangibles you'll need to know to execute an organizational transformation using hoshin kanri. More »
Standardized Work is a Goal To Work Toward, Not a Tool to Implement
By: Jeffrey Liker | January 5, 2021
Columns
Standardized work can be an ugly thing in the hands of control-oriented bureaucrats and a beautiful thing when it enables creativity and continuous improvement, says Jeff Liker, adding that enabling bureaucracy takes more effort, but it is worth it. More »
Make Using Lean Thinking to Help Solve Societal Problems Your New Year’s Resolution
By: Christopher D. Chapman | January 4, 2021
Columns
The nation needs lean thinkers and practitioners to apply their problem-solving prowess to address issues of national concern. More »
Taking Time for a Year-End Reflection with the Most Popular Lean Articles, Podcasts, and Videos of 2020
By: Lean Leaper | December 18, 2020
Columns
This year's content featured plenty of guests, returns from lean legends, and handfuls of ways that lean has been applicable in 2020. More »
How to Optimize the Use of Staff Skills and Time by Making Capacity Visible: An Example from Accounting
By: Mike De Luca | December 17, 2020
Columns
Learn how a Finance and Accounting team used lean thinking to make capacity visible, which, in turn, helped it better manage workload and deliverables, reduce individual work overburden, and improve the team’s ability to fully use their skills. More »
Remembering Norman Bodek, the “Miraculous Life” of an Author, Teacher, and Publisher of Groundbreaking Business Books
By: Chet Marchwinski | December 16, 2020
Columns
Called “Mr. Productivity” and the “Godfather of Lean,” Norman Bodek began 41 years ago translating and publishing groundbreaking books by the Japanese managers who had developed what would come to be called lean management. He died December 9, 2020, age 88. More »
Lean-n-Food: Reimagining an Industry in Crisis
By: Karen Gaudet and Josh Howell | December 15, 2020
Columns
What is a restaurant in the post-pandemic world? LEI's Karen Gaudet and Josh Howell are exploring this and other questions with an international group of industry leaders who are lean practitioners. Here they frame the current problem, and share the work of their team in tackling the daunting challenges. More »
The Lives of Your Grandchildren Depend on Innovating New Healthcare Models
By: Kim Barnas and John Toussaint, MD | December 14, 2020
Columns
Renowned healthcare transformation experts examine what it will take to reinvent healthcare models through innovation and propose a new process for finding them. More »
Art of Lean on Work & Waste, Part 8: Processing
By: Art Smalley | December 11, 2020
Columns
Understand the two aspects of the waste that requires a careful understanding of customer requirements. Watch the final part of an eight-part series focusing on the seven classic forms of waste from the Toyota Production System by Art Smalley, president of Art of Lean, Incorporated. More »
How Lean is Apple?
By: Tom Ehrenfeld | December 10, 2020
Columns
Apple may not worship at the altar of lean, but a close look at its operations and strategy show clear resonance with established lean principles. More »
Improve Continuously by Mastering the Lean Kata
By: Rose Heathcote and Daryl Powell | December 9, 2020
Columns
Lean is about learning, say Rose Heathcote and Daryl Powell. Learning to find real problems, learning to face the limits of our current knowledge in light of these problems, learning to frame the gaps as learning challenges, and finally, learning to form and share actionable solutions. As such, lean is really about learning-to-learn. More »
How to Make Your Planning Process More Effective
By: David Verble | December 8, 2020
Columns
Learn why Toyota's planning process is much more effective than traditional approaches used by North American companies. David Verble shares what he learned working at Toyota. More »
Are You Deploying Lean Mechanistically--or Organically?
By: Jeffrey Liker | December 7, 2020
Columns
Toyota operates on a complete system based on organic rather than mechanistic principles, argues Jeff Liker, who delineates the advantages of this approach. More »
Art of Lean on Work & Waste, Part 7: Defects
By: Art Smalley | December 4, 2020
Columns
Though he's calling the waste of defects the sixth waste in this series, Art Smalley, president of Art of Lean, Incorporated, says you should consider it the first--or worst--form of waste in some situations. Learn when and why. More »
Who Cares? How to Engage Your People in Sustained Lean
By: Joanna McGuffey and Thomas Richert | December 3, 2020
Columns
If we want people to adopt lean practices because they will then be able to be more effective at work, then we must show them how these practices help them with their journey and stop talking about our journey, argue Joanna McGuffey and Tom Richert. More »
"I am the Violin," or, Mastery through Doing
By: Orest (Orry) Fiume | December 2, 2020
Columns
Developing lean vision, lean mastery, is hard work says Orry Fiume, who compare this learning journey to a childhood prodigy who explained her young talent by saying "I am the violin.  " More »
CRIISSP: The Lean Route to a Superior Stock Market Valuation
By: Cliff Ransom | December 1, 2020
Columns
Long-term lean thinker and investment guru Cliff Ransom shares a seven-letter acronym, CRIISSP, to help identify the key (and most valued) qualities of superior lean companies over time. More »
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