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From the Lean Lexicon 5th Edition:

Lean Management:   Lean management is a series of practices that develops people to understand and own their problems, and aligns resources to achieve the purpose of the organization. Lean management engages everyone in designing processes to continuously solve problems, improve performance, and achieve purpose while consuming the fewest possible resources. More »
Lean Management Accounting:   Sometimes called Lean Accounting, it refers to the restructuring of management accounting and controls to accurately report the results of improvements that are continuously being made during a lean transformation. Because current accounting systems were mostly developed in the early 1900s to support large batch manufacturing, traditional accounting systems often send signals that encourage batch processing and silo decision-making.  Lean management accounting has these objectives:Provide accurate, timely, and understandable information to motivate the lean transformation throughout the organization, and for decision-making leading to increased customer value, growth, profitability, and cash flow.  Support the lean culture by providing information that is More »
Total Quality Management:   A management approach in which all departments, employees, and managers are responsible for continuously improving quality so that products and services meet or exceed customer expectations.  The Total Quality Control (TQC) methodology relies on the plan-do-check-act (PDCA) cycle to manage processes and, when problems arise, statistical tools to solve them. The methodology and tools are used often by employees during kaizen activities and together form an important subsystem of lean.  The term “total quality control” was coined in 1957 by U.  S. quality expert Armand Feigenbaum, who saw quality control professionals as central to promoting TQC. By the 1980s, other More »
Visual Management:   The placement in plain view of all tools, parts, production activities, and indicators of production system performance, so the status of the system can be understood at a glance by everyone involved. More »
Should I be worried that management is buying software for virtual gemba walks?
By: Michael Ballé | March 2, 2020
Columns; eLetters
Dear Gemba Coach, A consultant is selling us “virtual gemba walks” software to schedule gemba visits with a “leader standardized work” checklist and key indicators tracking. Management is listening. It feels wrong somehow, but anything that gets management to pay attention is a good thing, right? More »
Can lean management help with the start of production?
By: Michael Ballé | December 9, 2019
Columns; eLetters
Dear Gemba Coach,  Can lean management help with the start of production? More »
Can lean management help with toxic managers?
By: Michael Ballé | November 25, 2019
Columns; eLetters
Dear Gemba Coach,  Can lean management help with toxic managers? More »
Where can I find information about visual management?
By: Michael Ballé | October 21, 2019
Columns; eLetters
Dear Gemba Coach,  I can’t find much written about visual management although it seems an important part of lean – any idea where to look? More »
How can I help middle managers handle contradictory instructions from top management?
By: Michael Ballé | April 22, 2019
Columns; eLetters
Dear Gemba Coach,  As a lean coach, how can I help middle-managers who are faced with contradictory instructions from top management? More »
Can you implement TPS if management doesn’t accept the fundamental values of the Toyota Way?
By: Michael Ballé | January 28, 2019
Columns; eLetters
Dear Gemba Coach,  How can we implement the principles of  TPS if our management doesn’t accept the fundamental values of the Toyota Way? More »
Ask Art: How Do I Get the Senior Management Team On Board with Lean?
By: Art Byrne | December 10, 2018
Lean requires teamwork, and so getting your senior management team on board requires a great deal of work, including new mindsets, exposure to lean practice, and shifts in everything from how sales are conducted to how team leaders lead at the gemba, says Art Byrne. More »
The Formula for a Successful Management System: LB * OS = MS
By: Jim Morgan | May 31, 2018
In order to reap the benefits of an effective management system it is important that the operating system and leadership behaviors be aligned and consistent, argues Jim Morgan. More »
Follow-up Q&A for Jim Lancaster's Work of Management Webinar
By: Jim Lancaster | September 21, 2017
“The Real Work of Management” webinar drew very engaged attendees who submitted hundreds of questions. We now present some of the most-frequently asked questions (plus Jim Lancaster's answers) today on the Lean Post. More »
Work of Management, The (eBook)
By: Jim Lancaster | July 6, 2017
Lancaster tells an inspiring and practical business story in his new book, The Work of Management (2017, Lean Enterprise Institute). It’s a close-up, candid look at Lancaster’s personal transformation as a leader. It’s also a practical, in-depth, business case study of Lantech’s lean transformation, relapse, and comeback that American manufacturing – and other industries -- can use to profitably transform themselves. More »
Daily Management, Daily Sustainment: The Remarkable Story of Lean Transformation at Lantech
By: Lean Leaper | June 15, 2017
Jim Lancaster attended the 2017 Lean Transformation Summit in Carlsbad, California to speak about Lantech's journey to create a daily management system. Today on the Lean Post we feature a video of his talk on the role of management in sustaining the gains of lean. More »
Lean Quotes from "The Work of Management" to Inspire You and Your Team
By: Lean Leaper | April 7, 2017
For this special bonus content, check out these quotes from the new book, The Work of Management. We've included links for easy tweeting, so share away and get inspired to hone your own management systems. More »
Working on the Management
By: James P. Womack | March 28, 2017
Effective daily management is still hard to achieve for most organizations, says Jim Womack. But until line managers start tackling problems first hand as they emerge, rather than deferring and delegating them, basic stability will remain a mirage. Read more in this column from our sister publication, Planet Lean. More »
The Work of Management
By: Jim Lancaster | February 7, 2017
Lancaster tells an inspiring and practical business story in his new book, The Work of Management (2017, Lean Enterprise Institute). It’s a close-up, candid look at Lancaster’s personal transformation as a leader. It’s also a practical, in-depth, business case study of Lantech’s lean transformation, relapse, and comeback that American manufacturing – and other industries -- can use to profitably transform themselves. More »
How to Avoid Team Disinterest and Management Disappointment with Huddles
By: Lean Leaper | May 5, 2016
Team huddles are rapidly becoming a day-to-day staple in the lean organization. But too often the problem-solving aspect of huddles gets “fast-tracked” in favor of seemingly quicker and easier methods, according to David Verble, a Toyota veteran and Lean Enterprise Institute (LEI) faculty member. Learn more. More »
The Lean Management System: The Key to Sustainability and CI. An Interview with Joe Murli
By: Cameron Ford and Joe Murli | January 28, 2016
Achieving wins is only half the battle in a lean transformation - you also need a way to sustain those wins and foster a culture of continuous improvement. In his first piece for the Lean Post, Joe Murli shares his favorite way of doing just that - his signature "Lean Management System," already being used by the likes of GE and Moog Aircraft Group. Read more. More »
Using Value Stream Management to Better Care for Stroke Patients
By: Lori Smith | April 23, 2015
"To make value stream management really work, the most significant cause for transformation lay simply in the shifting of team members’ mindsets," writes Lori Smith. It’s been a long process, but over 5 years her team INTEGRIS has transformed the way they work. Learn what they did and read team members' feedback about the process in their own words. More »
Board Responsibilities and the Lean Management System
By: Steve Leuschel | October 15, 2014
"A board needs to go far beyond checking performance measurements and actually hold senior leaders accountable for management systems and behaviors," writes Steve Leuschel. "As there are so many cascading actions in a lean management system, [boards cannot] check the status of each and every action line by line.  .. This is why a one page report can help.  " More »
A Lean Management System Starts with Senior Leaders
By: Steve Leuschel | September 4, 2014
"From events, projects, and A3s to focusing on a lean management system, we’re discovering a new way to run and lead our healthcare organizations, or any organization for that matter," writes lean healthcare coach Steven Leuschel. But where do you start? How do you get senior leaders engaged? More »
Too Much Information Can Destroy Effective Management
By: Boaz Tamir | July 23, 2014
"A lean organization minimizes the amount of unnecessary 'junk' information and increases the amount of 'gold' (value-producing) information that is necessary for knowledge creation," writes Boaz Tamir. More »
Lean Management Case Studies
By: Marchwinski, Chet | May 16, 2014
Case Studies
Learn how a variety of businesses and organizations used lean management principles to solve real business problems. We’ve arranged the examples in 16 categories to help you find the ones right for your environment.  Be sure to read LEI’s complementary Senior Executive Series on Lean Leadership to find out how many of the executives cited in these case studies changed how they managed and led. More »
Lean Management Benefits Delayed at Airlines and Aerospace Companies by Traditional Management Practices
By: Chet Marchwinski | July 6, 2011
Lean manufacturing tools such as 5S, kaizen, and kanban are common in aerospace shops and offices, but their effect is hamstrung by the existing modern management system, according to management expert James P. Womack. He  offered attendees at the Lean Flight Initiative conference practical ideas for making the leap from modern to lean management. More »
Womack on Lean Management (DVD)
By: James P. Womack | January 11, 2010
Books; Videos and Webinars
In this two-hour seminar recorded live, lean management thought leader James Womack explains how to manage and lead in a lean management system, the successor to obsolete “modern management” methods. More »
Making Lean Leaders -- Ariens Internship Program Develops Lean Management and Leadership Skills in Everyone
By: Taninecz, George; | December 16, 2008
Case Studies; Charts, Graphs and Diagrams
Besides making snow-blowers, mowers, and string trimmers, Ariens Co.  , of Brillion, WI, makes lean leaders. An internal lean internship program steeps factory and front-office associates in the principles of lean and leadership by connecting the concepts to actual work. Ariens attributes its ability to acquire companies, enter new markets, and remain competitive in tough times to the program, which has helped it grow without dramatic increases in staff. More »
From Modern Management to Lean Management
By: Womack, Jim | November 21, 2008
a 2008 presentation by Jim Womack at the Lean Enterprise Academy Summit More »
Managing to Learn: Using the A3 management process
By: John Shook | October 6, 2008
A3s; Books
Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the A3 management process found at the heart of lean management and leadership. Constructed as a dialogue between a manager and his boss, the book explains how “A3 thinking” helps managers and executives identify, frame, and act on problems and challenges. Shook calls this A3 approach, “the key to Toyota’s entire system of developing talent and continually deepening its knowledge and capabilities.  ” More »
Fisher Offers Nation’s First Master’s Degree in Lean Management
August 1, 2008
The Max M. Fisher College of Business at The Ohio State University announced that it has developed the Master of Business Operational Excellence degree, the first master's degree in lean management in the U.  S. Offered through Fisher's Executive Education program the one-year course provides managers with the skills and tools necessary to reduce waste and improve value stream management, strengthen employee engagement, and develop organizational capabilities. In addition to classroom exercises, the program includes a "Capstone Project" that students design and complete over the entire course of the program. (Published by Fisher College of Business, news release, Aug. 12, More »
For Athletic Shoe Company, the Soul of Lean Management Is Problem Solving
By: Chet Marchwinski | June 24, 2008
Case Studies; Charts, Graphs and Diagrams
When it began a lean transformation in 2003, New Balance, the only athletic shoe manufacturer that still makes some products in the U.  S.  , focused on using lean tools to improve product flow through its five New England plants to retailers and final customers. Next, with help from the Toyota Supplier Support Center, management began organizing the change effort around problem solving and process improvement to create a culture that would engage the workforce while moving the company to higher level. More »
From Lean Tools to Lean Management
By: Womack, Jim | November 21, 2006
Columns; eLetters
I’ve been thinking about the challenge of lean transformation for 27 years now, since I started studying Toyota as part of the MIT global automotive project in 1979. That’s a long time and during this period I’ve watched lean thinking progress through a series of stages.  In the early years much of the focus was on sorting out what was specific to a culture. Could anyone outside of Japan embrace lean thinking? Could anyone outside of Toyota? And there was much confusion about the elements of a lean business system. Was it just in the factory? Or did it apply More »
The Problem with Creative Work and Creative Management
By: Womack, Jim | May 10, 2005
Columns; eLetters
Years ago I heard a presentation from someone at Toyota explaining where to begin in implementing the Toyota Production System. “Start by analyzing the work to be done.  ” This meant listing all the actions required to create the value in a given product and then dividing these actions into three categories:Value-creating work. Activities adding directly to the value of the product as determined by the customer. (Manufacturing examples are painting the product or adding parts during assembly.  ) A simple test is to ask whether customers would mind if this work was not done but their product still performed properly. More »
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