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No (Design) Problem is a Problem
Traditional lean improvement starts with value predefined. LPPD thinking goes further — asking leaders to define what value should be…
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Coaching and Co-Learning — Connecting Strategy and the Gemba at Starbucks
Three leaders transformed Starbucks by learning how work is actually done at the gemba, testing multiple approaches to introducing lean…
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The Best of Us
Jim Womack pays tribute to Orry Fiume, the exceptional CFO who transformed lean accounting at Wiremold and beyond. Unlike typical…
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Design Products That Delight Your Customers and Enable Your Manufacturing
Achieve world class craftsmanship through dimensional control.
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The Reengineering Is Coming
Leadership Negligence, Not Technology Failure, Sets the Stage for AI's Most Expensive Correction
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Coaching and Co-Learning — Our Attempt to Improve Starbucks
Three lean practitioners reflect on their pioneering coaching relationship at Starbucks, revealing how co-learning drives transformation—and why it often fails.
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Toyota and radical innovation: a Lean View of Woven City
Toyota's Woven City project offers a compelling view of radical innovation in a lean organization. The experiment combines purpose-driven technology,…
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The Strange New World of AI: My Second Brain Setup
Art Smalley explains how AI removed administrative barriers to decades-old projects, turning weekend ideas into published tools using plain-text knowledge…
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What I’m Talking about When I Talk about Co-Learning
Co-learning means improvement happens when both sides learn—manager and worker, coach and student, supplier and customer. Mark Reich explains the…
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Coaching and Co-Learning — Coach as Mirror
Mark Reich explores coaching as mutual learning with Desh Edirisuriya of Fisher & Paykel Healthcare and LEI Coach Jim Luckman…
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Insource What Matters: A Lesson from Toyota for Lean Practitioners in the Age of AI
Toyota's decade-long journey to insource critical software capabilities offers a crucial lesson: lean practitioners must develop technology fluency now.
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