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How Do I Measure People Development?
By: Ballé, Michael | April 6, 2015
Columns; eLetters
Dear Gemba Coach: What is the metric for people development? More »
Why We Believe Micromanagement is Worth A Deeper Conversation
By: Lean Sensei Women | November 24, 2020
Columns
The Lean Sensei Women explore how poorly-focused micromanagement destroys trust--while well-placed micromanagement supports Lean fundamentals and delivers exceptional results. More »
Ask Art: What Role does Human Resources Play in a Lean Turnaround?
By: Art Byrne | October 21, 2020
Columns
Although you shouldn’t expect HR to lead the kaizen effort or set up extensive training programs, there is still plenty for them to do that will be critical to the success of your lean turnaround, says Art Byrne, who adds: "After all, lean is all about people.  " More »
Never Fail...To Create the Conditions for People to be Successful
By: Katie Anderson | October 13, 2020
Columns
In this excerpt from Learning to Lead, Leading to Learn, Katie Anderson shares the story of how Isao Yoshino learned first-hand the value that Toyota places in learning from failure--from humbly framing unexpected outcomes as opportunities to learn. More »
Applying Lean Thinking and Practice to Systemic Racism, Part 2 of 2
By: Christopher D. Chapman | October 8, 2020
Columns
To create anti-racist organizations to fit, value, and respect all people, leaders should step forward with a sound vision framed by the five principles of lean. Here's how. Part 2 of 2. More »
Using the Logic of Lean Thinking to Combat Racism, Part 1 of 2
By: Christopher D. Chapman | October 7, 2020
Columns
To create new anti-racist organizations, leaders need to fully embrace the five principles of lean: value vs. waste, value stream, flow, pull, and perfection. But first, we must reflect on history to help us grasp the current situation. Part one of two. More »
How Can Lean Fit Into Industry 4.0?
By: Andrew Quibell | October 6, 2020
Columns
Lean thinkers should never become slaves to technology, says Andrew Quibell, who sketches out ways to reflect on how lean can support and enable the coming Industry 4.  0. More »
Align Your Continuous Improvement Efforts: Practical Tips from 4 CEOs in 4 Major Business Sectors
By: Chet Marchwinski | October 1, 2020
Columns
Four CEOs who are leading lean management voices in the critical economic sectors of manufacturing, supply chain, healthcare, and education, offer advice on aligning your continuous improvement effort during the Virtual Lean Learning Experience conference. More »
The Power of Personal Yokoten
By: James P. Womack | September 29, 2020
Columns
Personal yokoten to teach new mindsets and attitudes is an activity all of us can perform out in the world every day with every manager, team leader, and team we touch, says Jim Womack. He believes we can transfer new, lean ideas about management and leadership in our civic roles and even in our families as we think through tough issues. More »
Mining the Lessons From Designing the Future
By: Lean Leaper | September 23, 2020
Columns
Designing the Future shares a wealth of insights that transcend product development minutiae; this articles shares the broader argument presented by the authors in this notable book. More »
New Book, Becoming the Change, Shows that Real Organizational Change Is Personal
By: Kim Barnas and John Toussaint, MD | September 22, 2020
Columns
Learn the cause of and cure for healthcare improvements that relapse to the old ways of working. Kim Barnes, Catalysis CEO, and John Toussaint, MD, demonstrate in their new book, Becoming the Change, that the problem is CEOs, boards, and executive teams who are disconnected from improvement work. The cure is for leaders to fundamentally change how they behave toward people. In other words, they must become the change. More »
Building People-Focused Problem-Solving Capacity
By: Lean Leaper | September 21, 2020
Columns
While Lean promises robust solutions to the most pressing of problems, it’s core promise offers something even more enduring: the organizational capacity to frame and face problems in a dynamic manner. This piece explores how the best lean organizations discover that disciplined lean practice helps develop a capacity to explore, learn, and indeed, solve problems by everyone. More »
View Crises as Manageable Challenges Through Steady Lean Leadership
By: Lean Leaper | September 14, 2020
Columns
If you are using lean to tackle a series of crises, you may not be using lean in the first place, say a range of thinkers who urge leaders to cultivate a shared mindset that seeks problems from every person every day as a means of avoiding unexpected challenges. More »
Growing from a Tactical Practitioner to a Strategic Thinker
By: Andrew Quibell | August 25, 2020
Columns
One helpful way to move from being a tactical leader to a strategic one is to suggest that a better alternative exists and put people in a position where they can see the gains to be harvested from change, says Andrew Quibell. More »
Changing Routines
By: Josh Howell | August 18, 2020
Columns
In this article exploring ways to help lead positive change, Josh Howell asks: is pursuing understanding and conviction part of your influence or change model? Does your operating system enable it at the frontline, closest to the customer? And if not, what are the consequences? More »
How Using Kanban Builds Trust
By: Michael Ballé | August 12, 2020
Columns
Kanban functions as a trust machine because everyone using it must understand what they have to do and why, says Michael Balle: "Our purpose here is to share our ideas on what we believe is important in lean thinking.  " More »
How the A3 Process Developed to Help Build Better Managers, Part Two
By: John Shook and Isao Yoshino | August 7, 2020
Columns
In this second of two articles, Isao Yoshino and John Shook explore how A3 emerged as powerful practice at Toyota for developing better managers. More »
How the A3 Process Developed to Help Build Better Managers
By: John Shook and Isao Yoshino | August 6, 2020
Columns
One of the hallmarks of a successfully executed A3 process is that it is a collaborative activity--a learning process for everyone involved: for learner and teacher, senpai and kohai, sensei and deshi, say authors Isao Yoshino and John Shook. Here's the first of two articles tracing the development of A3 thinking at Toyota. More »
Learning the Hard and Soft Skills of Lean Coaching
By: Lean Leaper | August 3, 2020
Columns
While lean is often associated with process improvement, error reduction, and greater efficiency in a wide range of numbers; most veterans argue that above all else, this system is primarily about healthy, productive, and sustainable coaching. More »
Keeping the "Day One" Spirit Alive
By: Regis Medina | July 29, 2020
Columns
Building in a cadence of gemba walks helps nurture the vital "day one" startup spirit as a company grows, says Regis Medina. He offers key tips on how to cultivate this approach. More »
How Lean Experts Create a Pipeline for Leadership Talent
By: Lean Leaper | July 13, 2020
Columns
Developing a pipeline for diverse leadership talent is a key principle for leading companies--and the topic of a session led by two Herman Miller leaders in the upcoming Virtual Lean Learning Experience. The handful of articles culled from the LEI archives share lessons on this topic from a range of experts. More »
Lessons Shared On Learning to Lead; and Leading to Learn
By: Katie Anderson | July 8, 2020
Columns
In her new book, Katie Anderson argues that, "being a leader means clearly defining a challenge or target for your people. The purpose of a challenge is to stretch people to create new possibilities, to strive for bigger outcomes, and to support learning.  " More »
What I Learned by Coaching at the Gemba Virtually
By: Mark Reich | June 23, 2020
Columns
Lean Coach Mark Reich shares an example of how lean thinking is itself continually renewed, as leading practitioners use it to solve new problems. More »
Why Managing Emotions at Work Matters
By: Susan David | June 22, 2020
Columns
True effectiveness in the workplace – innovation, change, enhanced customer experience - requires an acknowledgement of how emotions interface with outcomes, says author Susan David. It is when emotions are acknowledged and brought into organizational processes, rather than being sidelined, that the full power of human intellect and possibility is realized. More »
How to A3: Resources for Developing Structured Problem-Solving and Leadership Skills
By: Tom Ehrenfeld | June 18, 2020
Columns
As LEI prepares its next course on Managing to Learn, here's a popular article rounding up a wealth of resources about practicing A3 Thinking by Tom Ehrenfeld More »
Now is the Time for Resilience and Adaptability!
By: Sandrine Olivencia | June 12, 2020
Columns
People and organizations can create the conditions for building their own resilience by drawing from TPS, the Thinking People System, says Sandrine Olivencia. But for this to work, leaders still need to put in the necessary energy: the will to examine the facts as they are and to give their teams the space for experimenting and making their contributions. More »
Book Review: Learning to Scale, a "Practical Field Guide" to Lean Growth
By: Catherine Chabiron | June 5, 2020
Columns
In his new book Learning to Scale, author Regis Medina has "successfully translated each concept of the TPS and lean strategy into a clear and practical guidance for today’s digital world," says Catherine Chabiron in her review. More »
How to Show Respect During a Pandemic
By: Katrina Appell | May 29, 2020
Columns
Lean Coach Katrina Appell shares how to use Maslow's hierarchy of needs to clarify how to show respect for people during a pandemic. More »
Pursuing Dreams, Facing Reality
By: Richard Sheridan | May 11, 2020
Columns
In this letter shared to his fellow Menloians, Rich Sheridan acknowledges the new reality they all must fact, and commits to making the most with the time that is given to all of them. More »
Why We Believe We Have All the Bricks to Build Our Future
By: Lean Sensei Women | May 5, 2020
Columns
In this wide-ranging article, lead author Catherine Chabiron and her fellow Lean Sensei Women propose a number of ways to tackle the new emerging challenges posed by the current pandemic. More »
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