Home > Knowledge Center> Search Results: fundamentals

Search Results: fundamentals

Sort by:  Relevance | Date
TPS Fundamentals in a Knowledge Work Environment
By: Cameron Ford | March 1, 2016
Columns
A recent LEI cleaning project reminded Business Editor Cam Ford of something he learned in a recent workshop - that TPS principles, even those that were originally designed for assembly, can be used in knowledge work environments too. Here are some of his favorite applications. More »
Creating New Value and a Lesson in Fundamentals
By: Jim Morgan | February 25, 2016
Columns
After a recent trip to Toyota's headquarters in Japan, Jim Morgan made an epiphany about the Toyota Production System and the fundamentals at its core. His epiphany holds value for any business professional, especially those involved in lean product and process development. Read more. More »
Practicing Lean Fundamentals in an Office Environment
By: Locher, Drew | January 24, 2013
Articles
Applying lean principles in service organizations and administrative processes within manufacturing companies often confounds companies. Lean faculty member and author Drew Locher offers four key steps to focus on for success. More »
Lean Fundamentals for Sales Organizations
Workshops
This workshop is an expansion of lean concepts and tools for Sales practitioners, as well as the organizational leadership responsible for creating and implementing strategies. By discussing real problems and how to apply new concepts, participants will become better prepared to assess when, where, and how to leverage learning and problem solving techniques in their own specific circumstances. More »
Practicing Lean Fundamentals in an Office Environment
Workshops
Description: This two-day workshop has been designed for individuals and teams who work in office and service environments that want to gain a better understanding of the philosophy, thinking and acting within a Lean Enterprise and how it might benefit their customers, organizations, and staffs. It will demonstrate the overall approach for implementing a lean transformation including both work and management processes in your organization. More »
How Hoshin Kanri Aligns Your Key Organizational Systems
By: Mark Reich | October 16, 2019
Columns
Think of hoshin (strategy alignment) like the human body, argues Mark Reich: The body needs a strong skeletal structure (hoshin) to hold it together (just like an organization). But a body can’t move effectively if its muscles (continuous improvement) are not kept active and developed as well. More »
Why Doesn't Lean Have a Seat at the Table?
By: Steven Spear | October 11, 2019
Columns
Why hasn’t Lean spread more widely, asks Steven Spear, suggesting that it has not been framed in a way that addresses the strategic concern of managers. Instead it is primarily taught as just tools. And let’s face it, the licensed electricians don’t get a seat at the table. More »
Ask Art: At What Pace Should A Lean Turnaround Be Implemented?”
By: Art Byrne | October 9, 2019
Columns
Changing from a traditional batch, make-the-month culture to a lean value driven culture takes a lot of time and effort, says Art Byrne. The faster you go, the sooner you willsee the enormous benefits of lean. Also, the faster you go the less backsliding you will see and the changes will become permanent. So be bold, go as fast as you can. More »
Smitten Engineers or Love at First Sight of a Solution?
By: Chet Marchwinski and Tyler Schilling | October 4, 2019
Columns
Entrepreneur Tyler Schilling has felt the pain of engineering heartbreak – falling in love early with a solution only to realize later in the project that the idea you are wedded to is fundamentally flawed. The cure for developing an early crush on solutions is set-based design but implementing it takes a change in company culture, as he explains in this candid iterview. More »
Believe in One Thing All the Way
By: Darril Wilburn | October 2, 2019
Columns
Who is a “superhero” in our companies, asks Darril Wilburn in this inspiring piece: Is it the person that can outperform nine others by three times? Or is it the person that can improve a process by 10% and then share that improvement with the 9 other people, and then do it again and again? More »
The Mythical Value Stream Manager
By: Mike Orzen | September 27, 2019
Columns
If you want to make a serious impact in your improvements, consider shifting your focus outward to a value-stream level perspective and find someone who is willing to take on the role of value stream leader, suggest Mike Orzen. More »
Warning: What You Call Kaizen May Really Be Rework
By: Chet Marchwinski and Jim Morgan | September 25, 2019
Columns
If you begin your lean management transformation on the shop floor, you run the risk of having to rework processes and products that should have been much, much better coming out of the development system. So, if you want the best leverage point for a lean transformation, move upstream from production to product development. Jim Morgan, LEI author and Rivian COO explains in this interview. More »
Book Review: The Toyota Engagement Equation by Tracey and Ernie Richardson
By: Tom Ehrenfeld | September 20, 2019
Columns
In their book The Toyota Engagement Equation, authors Tracey and Ernie Richardson don’t hit you over the head telling you what to do or how to think per se; instead they share how they learned what they know, and in so doing, invite you to think along the same lines. More »
Ask Art: What Foundational Items Must I Be A Zealot About?
By: Art Byrne | September 18, 2019
Columns
Be a zealot on the foundational items such as 5S, visual management, and setup reduction, says Art Byrne, and your chances of succeeding with lean will greatly increase. More »
What Is Your Leadership Model?
By: Nicolas Chartier | September 13, 2019
Columns
In this reflection based on his work as CEO Lean is a leadership model: for more than 60 years now it has been developed, analyzed, tested, adapted; largely by Toyota but also by many others, copying, adding, evolving. More »
Towards A More Lean Statement of Purpose
By: Orest (Orry) Fiume | September 11, 2019
Columns
Reflecting on a recent Business Roundtable statement pledging a commitment to all of its stakeholders (and not simply maximizing shareholder value, Orry Fiume reminds us how core Lean values overlap with this new stated mission. More »
I'm Josh Howell, Ask Me Anything
By: Josh Howell | September 6, 2019
Columns
Since becoming LEI’s president a few months ago, Josh Howell has made it a priority to talk with you and visit your workplaces as much as possible. Please join in an Ask-Me-Anything conversation with Josh by sharing questions you have about the lean movement and the business struggles and problems you face. More »
Getting the Right Product Right, and Other Product Development Trends
By: John Drogosz | September 4, 2019
Columns
As a lean product and process development coach John Drogosz, PhD, works closely with companies in a variety of industries that are redesigning development systems to consistently design and deliver a progression of market-leading products and services. He took a time out at the annual Designing the Future Summit to talk about the product development trends he is seeing. More »
Reflections From Ten Years of Michael Ballé's Gemba Coach
By: Tom Ehrenfeld | August 30, 2019
Columns
Since his first Gemba Coach column of ten years ago, Michael Balle has consistently tied his advice to a faithful application of core Toyota Production System (TPS) principles, without demanding a mindless conformity to established practices or to commercialized frameworks, models, or any other packaging of the TPS dynamics as a product. More »
Ask Art: What Do You Mean When You Say Run Your Company On Your Operational Excellence Goals?
By: Art Byrne | August 28, 2019
Columns
The Lean company competes on its operational excellence goals, says Art Byrne. These stretch goals must be aggressive in nature and deployed down to every person in the company so that they all are focusing on hitting these goals every day. More »
Learning the Social and Technical Aspects of Lean on the Kentucky Lean Leadership Tour
By: Lean Leaper | August 23, 2019
Columns
Why join the upcoming US Learning Tour in Kentucky? This interview between Josh Howell, John Shook and Jamie Bonini discusses why this tour will help people understand the Toyota Production System as an organizational culture of highly engaged people, solving problems or innovating to drive performance. More »
Product Development Is Where to Cut Carbon Emissions; Here's How
By: Katrina Appell | August 21, 2019
Columns
Consumers want products updated more frequently, which is great for consumers and business but not so great for the environment because a third of man-made carbon emissions come from production processes, notes Katrina Appell, PhD, who explains how product developers can balance these competing forces. More »
Why We Believe Lean is Worth Our Unwavering Commitment
By: Lean Sensei Women | August 16, 2019
Columns
Lean provides a powerful alternative to short-term enterprise driven solely by the goal of maximizing profits while externalizing human and environmental costs, argues these leading Lean thinkings, who reveal why Lean promises a more humane, productive, meaningful, and ultimately, sustainable path forward. More »
The Power of Ma in Creating Cognitive Space
By: Jim Benson | August 14, 2019
Columns
When we lead with respect for people, we need to truly understand that people work in different ways, argues Jim Benson in this piece about the power of More »
The Dark Side of Concurrent Engineering
By: Katrina Appell and John Drogosz | August 9, 2019
Columns
One of the fastest ways to reduce development lead time from concept to market is to work concurrently. But as product development coaches Katrina Appell and John Drogosz point out, many managers and engineers jump into concurrent engineering without the requisite understanding and planning of the work to be successful, leading them to the dreaded “Dark Side of Concurrent Engineering.  ” More »
Lean Thinkers Are Systems Thinkers
By: Richard Sheridan | August 7, 2019
Columns
Lean thinkers are systems thinkers, argues Rich Sheridan: "Intentional cultures thrive when the simple systems put in place reinforce every cultural intention and that systems thinkers will always start with the attitude that improving the systems is the best route to improvement, success, and ultimately joy.  " More »
12 Wastes of Product & Process Development
By: Katrina Appell and John Drogosz | August 2, 2019
Columns
The wastes found in manufacturing are well known and relatively visible. But as you move upstream into the very different realm of product development, wastes become harder to see but are just as prevalent. This list of a "dirty dozen" PD wastes, courtesy of Katrina Appell and John Drogosz, will open your eyes. More »
Thoughts on the Birth of Lean
By: Jean Cunningham | July 31, 2019
Columns
There is much to be learned from the history of Lean that applies powerfully today in every aspect of the business. In this summary of key points from The Birth of Lean, LEI Chair Jean Cunningham shares insights from her reading of the book, and invites you to share thoughts as well. More »
How Are You Supporting Your Own Lean Transformation?
By: Lisa Yerian | July 26, 2019
Columns
When someone in our organization complains about something we hand them a Kaizen card, shares Lisa Yerian of the Cleveland Clinic. Perhaps the same approach could apply to the broader challenge of improving the organizational ability to frame problems productively? More »
4 Core Principles of Lean Product and Process Development Explained
By: Katrina Appell and John Drogosz | July 24, 2019
Columns
The ability to consistently create “insanely great” products, as Steve Jobs would say, is the ultimate competitive advantage. But many companies struggle to develop profitable products and services on time with the best quality and least waste. Lean product and process development (LPPD), a powerful and proven set of principles and practices, will help any company dramatically improve its development capability. LPPD practitioners John Drogosz and Katrina Appell summarize its 4 core principles. More »
Show More »