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John Shook's eLetters

In pioneering books such as Learning to See, Managing to Learn, and Kaizen Express John Shook has taken Lean Thinkers from the fundamentals of implementing lean business systems to new territory.

A Thriving Community of Practice - Book Report
February 7, 2017
I am often asked why the “lean movement” has outlasted so many business improvement movements that have come and gone. For some ad hoc thoughts in response to interview questions in that regard, check out my conversation with Roberto Priolo at Planet Lean. Surely one sign of the health of any community is the continuing evolution of theory and practice. Read more. read more »
Innovation in the Work
September 22, 2016
"Innovation is a popular – and important – concept," writes LEI Chairman and CEO John Shook. "So, here are three questions. What is it? What does lean thinking have to say about it? So what?" Check out John's responses, and don't forget to follow his link to a new animation on innovation and lean. read more »
Work
June 11, 2015
We need to think about redefining work. Until we – anyone who wishes to bring about organizational change – redefine the actual value-creating work of the business, we haven’t made any changes that are meaningful. You may be able to create wealth through a variety of business models or ways of thinking. But if you want to create real value, and jobs that value people, you must think hard about how your people are working every day. read more »
New Year’s Reflection
January 15, 2015
Happy New Year! Even if you are not one of those who makes New Year’s resolutions the new year is surely a good time for reflection. Lean thinkers conduct specific reflection after completing each activity. The transition to a new calendar year is an excellent occasion for general reflection, for asking: “how are things going?” read more »
The Essence of Developing People and Yourself
August 21, 2014
Jane Delaney is the CEO of a medium sized software company in the UK. As her company faces crisis upon crisis she finds herself forced to reexamine everything. Herself. Her role as a leader. Her own learning throughout a career that has led her to this point successfully. As she faces the fact that she has much more to learn in order to solve her company’s messy problems, Delaney realizes that the nature of the learning she needs has more to do with her than with the company. Ouch – company crisis becomes personal crisis. read more »
Coaching
June 26, 2014
I'm a long-time fan of Brasilian futbol (or as some of us call it, soccer). This World Cup, I've been won over by the Mexican team. Why? Coach Miguel Herrera. Why? His passion is infectious. As a fan, I love it.Coaching, though, isn't just one thing. read more »
Transforming Transformation
January 22, 2014
We are all trying to transform. That's what lean thinking and practice are all about: challenging us to reflect deeply on how we can improve this situation, improve my organization, or improve myself (and of course, all three.) Each of us knows from experience that this work is never easy. Whether you are toiling at the gemba, struggling with your mid-level team, or fighting to transform your organization, this is tough work. read more »
Community Communication
June 26, 2013
Lean thinking and practice is all about tackling problems – little ones, big ones, wicked ones, sticky ones, concrete ones, fuzzy ones. We tackle problems in order to make things better. How about the ever-present problem of… communication? read more »
Boston Marathon 2013 – Reflections
April 16, 2013
In business, as in sports, we like to compete. We believe competing can benefit everyone. “Everyone” means everyone – not just the “winners.” Competing is a way for us to focus our energy, to focus our efforts on improving. That improvement usually comes a little at a time. Sometimes we experience breakthroughs while at other times we suffer steps backwards. But, that’s okay. We can still focus on moving forward, on making things better. read more »
Lead from the Front, Lead from Behind
February 20, 2013
In my last letter I alluded to a common view in the Lean Community – shared by the broader business community at large – that promotes the notion of the heroic leader, riding a stallion into a troubled situation issuing directives and saving the day. "The leader must lead" the dictum goes. Well, yes, the leader must lead. But, what does that mean? read more »
Encouraging signs on lean leadership
December 13, 2012
Exploring the world of "lean coaching" with over 200 of our closest friends last week at the Lean Coaching Summit in Orlando, there is no questioning the essential nature of coaching as a core skill of lean leadership. If lean is a matter of learning new skills and even mental models, learning lean is a "learn by doing" or experiential learning process. read more »
Coach Says: What Do You Think?
October 24, 2012
We will soon host our first summit devoted to the topic of coaching, an event that marks the importance of this topic to lean practice. The essence of lean leadership is to develop people through getting the work done. To do so requires mastery of coaching and mastery of coaching involves a blend of technical and social skills. read more »
Coaches coaching coaches
August 22, 2012
The Olympics are always great fun. It is inspiring to see human performance taken to such astounding levels. Watching the London games, I found myself observing the coaches almost as much as the athletes. read more »
Visual Management – the Good, the Bad, and the Ugly
June 20, 2012
Visualization is a good thing. We all know that. And many of us in the Lean Community practice it, to greater or lesser degrees of effectiveness. Among other benefits, making visible such things (see examples below) as pace or quality of work makes it easier to solve problems and sustain gains. To quote Dr. Thoralf Sundt of Mayo Clinic, "If I can see it, I can fix it." read more »
Lean practice applies to all work, everyone, every day, all day.
March 29, 2012
As often happens, I was introduced at a company event recently as an "expert." I've never been fond of the term. Lean thinkers prefer to focus on gathering experience, learning from it, and applying it to the problem at hand. read more »
Taiichi Ohno's Birthday and 100 Years of Lean
February 29, 2012
Today is Taiichi Ohno's birthday. Were he alive, the primary developer of the Toyota Production System would be turning 100 years old. Much has happened in the world of lean thinking and practice over the past century. Exactly how much has happened, and how we might evaluate that, depends much on how we define exactly what "lean" is. read more »
Learning Lean - Collaboratively
January 26, 2012
I wish I knew more about learning. I know quite a lot, just not nearly enough. Like you, I’ve been educated – hopefully even learning throughout that process – for many (too many?) years. I’ve – again hopefully – continued to learn outside of formal “education” throughout my life, as have you, in work and personal life. read more »
So, what are you going to do about it?
October 28, 2011
What a year for global supply chains! It started quietly, with a few leading firms taking the lead in reintegrating hopelessly disintegrated supply lines. Then came the shock of the catastrophe known in Japan as 3-11 that left automotive and electronic supply chains so devastated that they are only now – half a year later – recovering. read more »
Was Steve Lean?
October 20, 2011
I don’t know that much about Apple. The only gemba I've visited are lots of Apple stores (I don't know if they're lean but they go far in solving customers' problems) and a few (far from lean) suppliers in East Asia. read more »
PDCA at the Plate
August 9, 2011
We know that "lean" is all about plan-do-check-act (PDCA). The challenge we all face in our everyday work is to answer the question, How do I do PDCA here, now. read more »
How to Go to the Gemba: Go See, Ask Why, Show Respect
June 21, 2011
Everyone who has caught the lean bug shares at least one symptom: we love to observe work. We love to go to the gemba and watch the value creating work, the real work of the business. Since joining LEI less than a year ago, I have accepted invitations to visit your gemba on five (whew!) continents.… read more »
Any Color You Want Except Tuxedo Black
April 28, 2011
Henry Ford could get the customer any type of Model T as long as it was black. But the Ford Motor Company now finds itself in the strange position of being able to supply vehicles in any color except (metallic) black as a result of the catastrophe in Japan.The earthquake-tsunami that hit… read more »
Let's Take a Gemba Walk
March 17, 2011
Decompressing now from last week's Lean Transformation Summit in Dallas, there is much to reflect upon. We heard from four companies and experienced six learning sessions to explore the frontiers and fundamentals of lean transformation. And it is always exciting to get together with 440… read more »
Toyota and Sudden Acceleration: Facts from the NASA Report
February 17, 2011
NASA just released its highly anticipated report about the Sudden Unintended Acceleration (SUA) charge in Toyota vehicles. (www.nasa.gov/topics/nasalife/features/nesc-toyota-study.html ) The verdict is in. And Toyota’s electronic throttle control system is fully exonerated. The ten-month… read more »
Glad That I Asked You
January 20, 2011
In October, I asked for your help. I’m glad I did. And now, having solicited your assistance, I owe you a report.About 400 of you responded with excellent suggestions for the final "Learning Session" for the upcoming LEI Lean Transformation Summit. As you will recall, every year… read more »
A Fundamental Question
December 21, 2010
As I continue to visit your gemba and receive emails (over 500 and counting since I started in September), I am asked many questions. And I ask many in return. I respond to most questions with a question for two reasons: because that's the way I was taught, and because I have found it to be an effective way to facilitate learning. read more »
Frontiers and Fundamentals
November 16, 2010
Thank you to the over 350 of you who replied to my letter of last month by sending in suggestions for a Learning Session at the 2011 Lean Transformation Summit.I've spent some time reading your suggestions, in addition to hundreds of emails over the past couple of months, as well as your… read more »
The Joys of a Brownfield
October 28, 2010
Jim Womack's last solo e-letter, sent to you in August, was titled "The Joys of a Greenfield," and described the excitement of applying lean thinking to new ventures. As you know from our joint e-letter last month, Jim has transitioned to a new role, and I have taken his position at LEI.… read more »
Passing the Baton
September 28, 2010
Jim: Thirteen years ago, when I opened the doors at the Lean Enterprise Institute, I thought there was an important need for a nonprofit organization to provide practical advice as well as thought leadership for managers trying to apply lean thinking around the world. My idea was to package the… read more »
Toyota the Bad Guy
April 12, 2010
Recently I am cornered frequently by beleaguered lean change agents eager to show me their scars inflicted by re-energized resistors. Lean naysayers have seized the Toyota crisis to resist change, admonishing: "You've been telling us to 'be like Toyota.' Look at them now!" Don't lose… read more »
NUMMI Closes and is Crushed by N.Y. Times Columnist Bob Herbert
March 31, 2010
New United Motor Manufacturing, Inc. closes its doors for the final time this Thursday, April Fools' Day. It is a sad occasion for anyone who has been touched by NUMMI over the years. It is a time for testimonials, such as the outstanding treatment by Frank Langfitt for an hour-long special… read more »
Toyota Troubles: Fighting the Demons of Complexity
March 9, 2010
An Interview with Professor Takahiro Fujimoto, Manufacturing Management Research Center, University of TokyoAs Toyota's crisis has unfolded the past few weeks I have been in regular touch with the most knowledgeable "Toyota watcher" of all, University of Tokyo Professor Takahiro Fujimoto.… read more »
Robert Cole's Observations on the Liker-Shook Dialogue regarding Toyota's Quality Crisis
March 2, 2010
I have previously introduced readers of this column to Robert Cole, Professor Emeritus at Berkeley, former long-time professor at the University of Michigan, and currently Visiting Researcher at Doshisha University in Kyoto. I hope some of you saw the PBS video linked in last week's column that… read more »
“Arigatou NUMMI”
February 26, 2010
Just a month remains until NUMMI plans to close its doors for the final time on March 31. But, during Toyota's difficult congressional hearings this week, California congressman Jerry McNerney made a pitch for Toyota to keep NUMMI open. Who knows - anything is possible.As you regular readers of… read more »
Toyota Trouble: A Dialogue with Jeff Liker (AKA the Coffee Shop Talks)
February 22, 2010
Jeffrey Liker is professor of Industrial and Operations Engineering at the University of Michigan and author or co-author of numerous books about Toyota that must total more than a million copies in sales. I met Jeff in 1992 when I was still with Toyota, at that time as general manager of planning… read more »
Don't Gloat Too Quickly - If This Could Happen to Toyota, It Could Happen to You ...
February 12, 2010
Okay, so how do you respond to a "crisis"?My recent encouragement to Toyota President Akio Toyoda that "It isn't the crisis, it's how you respond to it' was misunderstood by some. Many prominent public relations pundits have been chiding Akio and Toyota for their ham-fisted handling… read more »
It's Not the Crisis; It's How You Respond to It
February 5, 2010
He probably didn't ask for a problem of quite this magnitude, but like it or not, Akio Toyoda has his crisis. Akio took the reigns with a proclamation that he wanted to change the company, to rid it of (his words) "pervasive hubris and arrogance" or, (my words) the same Big Company… read more »
Detroit Auto Show Overshadowed by Dr. Womack's Trashing of Toyota
January 25, 2010
Jim Womack's most recent e-letter titled "Beyond Toyota" has sparked a lively and even rancorous debate. "We all, even including Toyota, need to go beyond Toyota," Jim wrote, adding, "the wonderful days of Toyota sweeping all before it as it reveals more and more aspects of… read more »
So Long 2009 - Hello 2010!
January 6, 2010
Whew, what a year! Most everyone I know is eager to escort the hard times of 2009 out the door in hopes of a more prosperous 2010. While hope has never been a very effective business strategy, I remain optimistic for a good year ahead. It's been a month since I posted a new column. I did want to… read more »
The U.S. Versus the World Healthcare Cost Gap
November 17, 2009
Lean thinking dictates that we try to turn any "problem" (or need, however big, however vague) into an actionable problem that can be analyzed. All problems come down, one way or another, to SQDCM (Safety, Quality, Delivery, Cost, Morale). How can we identify a gap (between the way things… read more »
A Trip to the Dentist That You’ll Enjoy
November 3, 2009
At AME's annual conference in Covington, KY, two weeks ago, Sami Bahri used his book, Follow the Learner, to base a great one hour keynote, the fascinating story of learning and applying lean thinking to his dental practice in Jacksonville, FL. I first visited Sami at his clinic when he was fairly… read more »
Five Missing Pieces in Your Standardized Work (Part 3 of 3)
October 27, 2009
Part 3A Simple Outline for the Purpose, Process, and People of Standardized WorkIn the last two columns, I introduced five neglected aspects of standardized work. Several people quickly requested a column on what, exactly, SW is. Here's a quick introductory outline, following LEI's Three P… read more »
Five Missing Pieces in Your Standardized Work (Part 2 of 3)
October 20, 2009
Last column we looked at the first three of my Five Missing Pieces in Your Standardized Work. Let's pick up where we left off, with Neglected Piece Number Four -- practice.4. Practice, practice, practice…For some reason, most of the time most of us come to see our day-to-day work as mundane.… read more »
Five Missing Pieces in Your Standardized Work (Part 1 of 3)
October 14, 2009
So, how is your standardized work (SW) implementation going? Responses to that usually paint an ugly picture. Here’s what I frequently hear:“We just don’t have the discipline Toyota has to make SW work.”“We put it in place but the people don’t follow… read more »
How NUMMI Changed Its Culture
September 30, 2009
I received a lot of questions on-line and off about last week's column on the pending closing of NUMMI. One question in particular came up a lot: "What did you really do to change the culture at NUMMI so dramatically so quickly?" It's one thing to say at a high level, "We instituted… read more »
Was NUMMI a Success?
September 14, 2009
By now you know that Toyota made its much-anticipated decision to close NUMMI. Many of my friends are saddened by the turn of events. While I am also sad, I’m also okay with the decision. All good things come to an end, and if NUMMI was to ever cease operations, now is a good time. My work… read more »
You Gotta Have Wa
August 25, 2009
In July, just prior to the Major League All Star break, I introduced you to The Mental ABCs of Baseball. Now that the pennant races are heating up, this seems like a good time to introduce the other baseball book found in the bibliography of Managing to Learn, Ya Gotta Have Wa by Robert Whiting… read more »
A Lean "Teachable Moment": Starbucks in The Wall Street Journal
August 7, 2009
John Shook discusses recent news about Starbucks and lean. read more »
Managing to Pitch with PDCA (Pitch-Defend-Catch-Adjust)
July 28, 2009
John Shook discusses lean thinking in baseball read more »
Recruiting Creative Ideas
July 16, 2009
Recently I suggested that GM's bankruptcy doesn’t necessarily mean all GM managers are bad managers. Now let me present another side of the argument.I also recently suggested in this space and elsewhere that managers have two primary tasks: (1) get the people who work for them to take… read more »
Managing To Learn in Sloan Management Review
July 7, 2009
John Shook discusses Managing to Learn in two Sloan Management Review articles read more »
GM Is Bankrupt: Does That Mean GM Managers Are Bad Managers?
June 30, 2009
John Shook discusses GM's bankruptcy and management read more »
Is Your Technical Person a Technical Problem or a People Problem ...?
May 28, 2009
John Shook discusses the need for both technical and social skills read more »
Weighing in on Balance
May 18, 2009
John Shook responds to questions about the balance between people and process read more »
Forward to Fundamentals Redux – Kaizen Express
May 5, 2009
Thanks to those of you who joined last week’s webinar. We had some great questions, only a few of which we dealt with during the limited webinar time. One specific request I’ve received is that I spend more time introducing the new LEI book Kaizen Express. If Kaizen Express is intended… read more »
Forward to Fundamentals
April 22, 2009
John Shook talks about the importance of lean fundamentals read more »
Thinking About Buffers and Production Systems (Birth of Lean Chapter IV – "The Evolution of Buffers at Toyota" – Kaneyoshi Kusunoki )
April 14, 2009
John Shook: "This week I continue my indulgence in exploring the Birth of Leanwith a look at another chapter that some readers may tend to overlook. Instead of quoting heavily from the book – please read for yourself! – I'll share some personal observations." read more »
Michikazu Tanaka of Daihatsu on “What I Learned from Taiichi Ohno”
April 8, 2009
This week (and in some future columns as well, no doubt) I’ll indulge my deep interest in the history of Toyota by sharing some of my favorite stories from the words of the TPS innovators in the Birth of Lean. Take the words of Michikazu Tanaka, on “What I learned from Taiichi Ohno.” Priceless. Priceless partly because they are reflections derived from his time of most intense learning under the direct tutelage of Ohno. Tanaka was already a successful production manager at Daihatsu when he met Ohno. Yet working with Ohno sparked a new and monumental leaning journey for Tanaka, and for his team. read more »
Purpose, Process, People
March 30, 2009
Dr. Womack’s simple construct to analyze companies – Purpose, Process, People – is familiar to you by now. I’ve toyed with it more and more since he first brought it up during informal discussions of the “LEI point of view” and his subsequent introduction of it in his e-letter of June 2006.I used it in my column to explore the question I often get of “Why didn’t GM learn from NUMMI?” My answer to that question remains that GM actually learned far, far more than most people realize about process but didn’t get very far with the people part. Regarding purpose, I suggested that perhaps Toyota and GM have all along had different purposes and further that perhaps purpose simply isn’t something you just learn. read more »
And You Forgot About Overproduction
March 23, 2009
John Shook discusses waste - specifically, overproduction read more »
Back to Basics at the Lean Transformation Summit
March 11, 2009
John Shook reflects on the 2009 Lean Transformation Summit read more »
Learning from Managing to Learn
March 3, 2009
It has been about four months since the release of Managing to Learn, now already in its second printing. I’ve received incredible response from many quarters, some great reviews both on-line and in print, and some thought-provoking questions. Below are two exchanges you might find… read more »
GM Veteran Lou Farinola Responds to, “Why hasn’t GM learned from NUMMI?”
February 24, 2009
John Shook discusses how GM learned from NUMMI with a former GM executive read more »
Coaching and Questions; Questions and Coaching
February 17, 2009
John Shook discusses the role of questioning read more »
Gemba-Based Leadership – Not Just for Chief Engineers
February 10, 2009
John Shook on gemba-based leadership read more »
The Remarkable Chief Engineer
February 3, 2009
Last week I shared this principle quoted from an unexpected source, the U.S. Marine Leadership Manual: "An individual's responsibility for leadership is not dependent on authority." I'll use that as our point of departure this week to continue with my thesis that the deep-rooted… read more »
We’re all connected and nobody is in charge
January 26, 2009
Everyone hates the “matrix”. Not the movie series, of course, but the cross-functional matrix organization. Yet, having searched for the past 15 years, I have yet to find an organization of any complexity that does not need to achieve its most important outcomes through cross-functional collaboration. read more »
14 Principles
January 15, 2009
John Shook on 14 Principles (not just Deming's and Liker's, either!) read more »
Back to Basics
January 9, 2009
Whew! 2008 is over.I often take advantage of relaxing holiday time to go over old things, take care of less pressing matters that I often don't have time to get around to, and do a little 5S. Or one or two of the Ss. It's hard to work on all the Ss at once; in fact, the thought of it becomes so… read more »
New Year 2009
January 5, 2009
During one of my final company visits last year, I was asked by a young engineer in South America, “Why do you recommend lean?” His question had a slightly challenging tone and he appeared poised to dispute my answer, whatever it may have been. I answered without thinking,… read more »
"What's your challenge?"
December 22, 2008
Toyota can’t exist -- Toyota can’t be Toyota -- without a challenge. That’s true for each individual or work group and for the company as a whole. Micro and macro. The first challenge the company faced was learning how to build cars. That challenge wasn’t really all that… read more »
A Lean Dream…
December 11, 2008
…wouldn’t it be great to see some lean Practical Problem Solving brought to the Detroit 3 “bailout” debate in Washington? Asking simply: What is the problem and how do all the “solutions” that are being bandied about match up?Forgive me for quoting from my own… read more »
Survive to Make Money or Make Money to Survive?
December 4, 2008
With GM’s demise becoming more real every day, many people have been asking me, “Why didn’t GM learn from Toyota when they had the perfect chance?” After all, NUMMI was an open door for GM, since Toyota provided GM full access to pretty much everything it does. GM has had… read more »
Eiji Toyoda and Management Muda
November 20, 2008
Eiji Toyoda is well-known to Toyota enthusiasts but almost unheard of among general management commentators and observers. He did make it into the Automotive Hall of Fame in 1994 (following Shoichiro Honda, the second of only six Japanese individuals among 136 industry leaders to be so honored) but… read more »
The Most Frustrated Person in Your Company
November 14, 2008
No, it’s not you. Earlier in my career I spent most of my time down in the front lines of organizations. As time passed, I associated more and more with higher and higher organizational levels. Nowadays, I spend a lot of time with COOs and CEOs.That transition has been interesting in many… read more »
"Our people are our most important asset"…Really?
November 6, 2008
This well-intentioned phrase can carry a buried and profoundly disrespectful message, implying conventional capital asset thinking, treating the people in the organization as an asset to be computed along with any other number in a ROI calculation. read more »
The A3 Process -- Discovery at Toyota and What it Can Do for You
October 30, 2008
The challenge isn’t in teaching how to write an A3 but in how to use the A3 as a managerial process. If the A3 was presented as a narrow tool, the deeper and broader aspects of the overall process would be lost. I really didn’t want to just introduce yet another narrow tool. It has long been my view that using tools for tool’s sake (where everything is a hammer looking for a nail) is one of the very biggest problems in “LeanWorld.” read more »
No Excuses
October 22, 2008
There has been much drive-by observation of lean operations over the years. A drive-by will unveil a fair amount of the operational side of lean, much less of the managerial. But, one management characteristic the observant drive-by observer will in fact be able to see quickly is no blame -- the… read more »
What is Lean Management?
October 15, 2008
If lean thinking means a different approach to business, then it must also imply a different approach to managing by the people striving to operate in a “lean” way. read more »

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John Shook's eLetters

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