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Jim Womack's eLetters & Columns

Jim Womack’s efforts to spread Lean Thinking throughout the world led him to found the Lean Enterprise Institute. While he was the CEO and Chairman of LEI (Jim is currently the Senior Advisor of LEI), he wrote a very popular series of eletters about lean. These are those letters, please feel free to share them with your colleagues. Jim Womack's efforts to spread Lean Thinking throughout the world led him to found the Lean Enterprise Institute.
  • Join the Conversation and Stop the Rework
    May 9, 2019

    In the spring of 1997, as I was starting the nonprofit Lean Enterprise Institute, I visited a company that I hoped would be a founding sponsor. I explained to the senior leadership that a lean enterprise was far more than a brilliant production organization, as had they assumed. It was also a brilliant product development organization including a brilliant production process design team. read more »

  • Getting Over Gemba-phobia
    July 22, 2011

    “I work in a company where leaders think gemba walks are scheduled visits to the factory to look at performance visibility boards (forgetting to turn around and look at the work.) How do we try and correct this false thinking?”Jim responds with shared observations and suggestions for helping leaders learn how to walk the gemba.  read more »

  • Gemba Walk Checklist
    July 13, 2011

    An attendee from Jim's Gemba Walks webinar asks: “Do you find it easier to complete your Gemba Walk if you have a pre-defined form to take with you on the walk?”Jim responds: "This is an issue of your objective and your experience." He goes on to discuss how the purpose of the walk might affect the response to this inquiry. read more »

  • Who's Responsible
    July 6, 2011

    In reviewing my calendar, I find that I have taken eight gemba walks in the last five weeks. These ranged from manufacturing value streams in China, New York state, and Florida, to a healthcare value stream in Massachusetts, to regulatory value streams in Washington, DC, and Florida. At some point… 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 »

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Other Jim Womack Related Content

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Articles

  • Join the Conversation and Stop the Rework
    In the spring of 1997, as I was starting the nonprofit Lean Enterprise Institute, I visited a company that I hoped would be a founding sponsor. I explained to the senior leadership that a lean enterprise was far more than a brilliant production organization, as had they assumed. It was also a brilliant product development organization including a brilliant production process design team.
  • The Gift of Yokoten
    In this article originally published in Planet Lean, after a visit to Goshen, Indiana, Jim Womack shared thoughts on the gift of lean thinking and the obligation that individuals learning this way of thinking feel about sharing what they've learned with others.
  • The Escalator of Issues
    A daily management system with daily performance metrics gives caregivers the sense that managers are really paying attention, that problems really are being addressed, and that over time this will mean stability and a lower level of stress for all staff, says Jim Womack.

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