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A3s (11) Show All »
Detailed A3 Template (from Managing to Learn)
By: Shook, John | July 19, 2010
A3s; Forms and Templates
A PDF of the A3 template provided in the book Managing to Learn. More »
Example A3: Acme Stamping - Project Status Review (from Managing to Learn)
By: Sobek, Durward and Art Smalley | July 19, 2010
An example of an A3 from the book Understanding A3 Thinking by Durward K. Sobek II and Art Smalley, included as a sample in some printings of Managing to Learn. More »
Articles (388) Show All »
Managing Workflow—the Lean Way
By: John Shook, Chairman and CEO, and Alice Lee, executive director, Lean Enterprise Institute | October 21, 2016
The main responsibility of CIOs and other information technology managers is to create an environment for work to flow, according to John Shook, CEO, Lean Enterprise Institute (LEI) and Alice Lee, LEI executive director, writing in CIO magazine. More »
Students “Shocked” that Lean Accounting Isn’t More Widespread
By: Chet Marchwinski | October 19, 2016
Lean accounting seemed “so logical” to her students that they asked Professor Pencak, winner of a Lean Education Advancement Foundation scholarship, “Why isn’t everybody doing this?” More »
Audio (7) Show All »
The Gold Mine (audiobook)
By: Freddy Ballé and Michael Ballé | November 9, 2010
Audio; Books
An unabridged audio version of The Gold Mine: A Novel of Lean Turnaround, a Shingo Research Prize recipient in 2006.   More »
THE END OF THE LINE FOR GM-TOYOTA JOINT VENTURE
By: Langfitt, Frank | March 28, 2010
LEI Founder and Chairman Jim Womack and Senior Advisor John Shook are among the key experts interviewed for this look at the success of the Toyota-GM joint venture and what prevented GM from quickly deploying lessons that may have prevented bankruptcy.    ("All Things Considered," March 26, 2010.  ) More »
Books (45) Show All »
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 »
The Work of Management - Chapter 1 PDF
By: Jim Lancaster | February 7, 2017
Case Studies (47) Show All »
Thrustmaster Comes Around
By: David Drickhamer | November 23, 2016
The following Lean Enterprise Institute case study reveals how Thrustmaster of Texas successfully adopted lean thinking and practices to make sustainable improvements in a short period of time, and how other manufacturers of highly engineered, low-volume products can follow their lead using the Lean Transformation Framework. More »
Manufacturing Balancing Act: Pull Versus ERP
By: Chet Marchwinski | September 23, 2016
In this follow-up story to our case study about Phase 2 Medical Manufacturing, Inc.  , the company faces an enviable dilemma: because the lean transformation has spurred strong sales growth, Phase 2 needs a new or expanded parts warehouse. Instead, it expands the pull system by connecting the plan-for-every-part database that underpins one-piece flow production with the enterprise resource planning system, typically associated with big batch production. More »
Charts, Graphs and Diagrams (4) Show All »
Begin from Need
October 28, 2010
"Begin from need" is attributed Taiichi Ohno, a key developer of the Toyota Production System. It means, as shown on these charts, what does the customer (the organization, the worker, the gemba) need right now? It's  another way of articulating the principle of PDCA, plan-do-check-act.    It helps us begin problem solving by grasping the situation, and avoid jumping to conclusions. More »
Shingo Prize Transformation Model
By: Shingo Prize | December 8, 2009
A graphic of the Shingo Prize model for principle-centered operational excellence. More »
Columns (643) Show All »
Creating Trust: The Role of the Supervisor as Coach
By: Dave LaHote | March 23, 2017
"Organizationally, I believe that the coaching role needs to be fulfilled by the supervisor," writes Dave LaHote. But all too often, LaHote has found a misconception in this role that can undermine a coaching relationship. Watch his animated video to learn more. More »
Ask Art: Is there a formula to predict or evaluate the success of a lean implementation?
By: Art Byrne | March 21, 2017
Art Byrne is often asked how to best measure the success of a lean transformation -- but does such a measurement even exist? He's been asked this so many times that he now addresses it in his latest installment of Ask Art. Read more. More »
eLetters (372) Show All »
Is there a lean way of delegating?
By: Michael Ballè | March 3, 2017
Columns; eLetters
Dear Gemba Coach, I’m an entrepreneur and I used to micromanage everything, quite successfully. Now the firm has grown and I’m trying to delegate. How do I stop myself from cutting in when the actions my department heads want to take are plain silly, or not very creative? More »
We meet daily to examine a new customer complaint. What do we do next?
By: Ballé, Michael | February 27, 2017
Columns; eLetters
Dear Gemba Coach, We’re a start-up and have taken your advice: we now have a customer wall and we meet daily to look into a new complaint. What do we do next? It’s hard to know what to do or how that helps? More »
Events (9) Show All »
2014 Lean Healthcare Transformation Summit
January 10, 2014
June 4-5, 2014 - Los Angeles, California. Two days when you can learn directly from the lean healthcare leaders who are making real change and getting real results in how we deliver and pay for healthcare. More »
2014 Transformation Summit
October 21, 2013
March 5-6, 2014 - Orlando, Florida. Improve the work, develop the people - the building blocks for continuous innovation. More »
Forms and Templates (4) Show All »
Root Cause Template
By: Shook, John and David Verble | June 13, 2013
When trying to solve a problem, you want to identify underlying causes, which will help you to prevent fires rather than just extinguish them. By identifying the underlying causes down to the root causes, you can reduce the likelihood that a given problem will recur. The most common root-cause analysis technique in lean is the "Five Why's.  " This is practice of asking why repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms to discover the root cause. For instance, Taiichi Ohno gives this example about a machine that stopped working (Ohno 1988, p. 17): Why More »
Standardized Work Combination Table
December 6, 2012
The standardized work combination table shows the combination of manual work time, walk time, and machine processing time for each operation in a production sequence. This form is a more precise process design tool than the Operator Balance Chart. It can be very helpful to identify the waste of waiting and overburden, and to confirm standard work―in―process. The standardized work combination table is one of three basic forms for creating standardized work, along with the standardized work chart and job instruction sheet. The purpose of standardized work, according to Kaizen Express from which this form is taken, is to provide More »
Presentations (20) Show All »
Kata Puts the "Continuous" in Continuous Improvement
By: By Drew Locher | February 1, 2016
In this 6-minute video, Drew Locher of Change Management Associates makes the 'Case for Kata’ by explaining what it takes for teams to develop the skills and habits of Continuous Improvement culture, and how practicing the routines of the IK and CK helps you do that. More »
THE CHINESE FARMER
By: Narrated by Alan Watts | September 1, 2015
Scientific thinking is about the limits of logical efforts. We organize and plan and try to create ideal situations, yet the larger picture is not accessible to us. The mind maneuvers, craves, thinks and plans how to obtain what we want and avoid what we don't like. But we can't control the future that way because there are too many factors. Every step we take is an interesting experiment. (Animation by Steve Agnos.  ) More »
Value-Stream Maps (5) Show All »
Seeing the Whole Value Stream (Maps from Applying Value-Stream Analysis to Retailing — The Tesco Case)
By: Jones, Dan and David Brunt | October 25, 2011
Full size maps from the essay "Applying Value-Stream Analysis to Retailing — The Tesco Case" in Seeing the Whole Value Stream More »
Seeing the Whole Value Stream (Maps from Extending Value-Stream Analysis from the Factory to the Customer — The Auto Wiper Case)
By: Jones, Dan and David Brunt | October 25, 2011
Full size maps from the essay "Extending Value-Stream Analysis from the Factory to theCustomer — The Auto Wiper Case" in Seeing the Whole Value Stream More »
Videos and Webinars (19) Show All »
Webinar: How to Lead With Respect
September 9, 2014
How to Lead With Respect webinar featuring Michael Ballé More »
Webinar: The Two Basic Forms of Coaching for Lean
May 22, 2014
The Two Basic Forms of Coaching for Lean with David Verble More »
Workshops (53) Show All »
A Factory of One: Applying Lean Thinking to Improve Your Personal Performance
As lean moves out of the "tool age," leaders—managers, directors, executives— must invest more time in the critical work of lean leadership: going to the gemba to support value creators in their improvement work and coaching and mentoring teams to develop their problem solving capabilities. This ensures that all organizational processes continuously add value to customers. More »
A Factory of One: Applying Lean Thinking to Improve Your Personal Performance (Online Webcast)
This workshop will help leaders understand how three lean concepts – standard work, flow and visual management - can be applied to the gemba of an individual knowledge worker to make communication more effective and less burdensome. It will enable leaders at all levels to focus on value creation rather than becoming more efficient at Management of non-value-creating activities. The workshop will show leaders how they can do their work quicker and with better quality so that they can spend more time at the gemba coaching and mentoring those who work in value—creating roles. More »