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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.

Maintaining Emotional Heijunka During a Pandemic
March 31, 2020
In this timely reflection, Jim Womack calls for "emotional heijunka": taking a deep breath, identifying the most important problems that must be addressed in a given process, and screening out the emotional inputs we are bombarded with so that we don't get into the dumps or soar with false euphoria. read more »
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 »
The Joy of a Greenfield
August 24, 2010
(See this letter's closing for Jim's announcement about stepping down as CEO or read the news release here. -Editor)Last spring on a trip to Central America, I encountered that wonderful sight for process improvers, a “greenfield”. And I literally mean a green field. It was behind a… read more »
Homicide by Example?
July 13, 2010
My LEI colleague Dave LaHote is fond of saying that managers - and especially senior managers - overestimate their effectiveness, particularly as they seek to improve their organizations through formal initiatives. And they underestimate the impact (often negative) of their daily personal actions… read more »
The Tipping Point?
June 10, 2010
I’ve been interested in applying lean thinking to healthcare since I first focused a lean lens on the delivery process 15 years ago. How, I wondered, could lean manufacturers treat products in factories better than healthcare providers treated patients?I was hopeful about initial attempts to… read more »
Becoming Horizontal in a Vertical World
May 18, 2010
One of my favorite value-stream walks is with the senior managers of several organizations who share and jointly manage a value-creating process that stretches all the way from raw materials to the end customer. I've been taking walks of this sort for more than 20 years and I usually see the same… read more »
The End of the Beginning
April 1, 2010
NUMMI closes today. The GM-Toyota joint venture assembling motor vehicles in California lasted 25 years - a very long time for a joint venture - and about 8 million vehicles rolled off the line. For those working at NUMMI this is a truly sad day and I hope our Lean Community will reach out to help… read more »
Lean for the Long Term
March 4, 2010
I've now been thinking about lean continuously for thirty years, since the fall of 1979 when my MIT bosses asked me to explore how a few Japanese companies had developed a striking advantage in designing and making motor vehicles. Recently, I've found myself reflecting on where we in the Lean… read more »
Back to Work
February 16, 2010
Only a month ago I wrote about going beyond Toyota. And in light of the last month's events, I suppose that must seem prescient. But actually it wasn't because I wasn’t writing about Toyota. I was writing about the path ahead for our Lean Community.I want to continue that thought process this… read more »
Beyond Toyota
January 7, 2010
Fifteen years ago, when Dan Jones and I wrote an article for the Harvard Business Review to launch Lean Thinking, the editors insisted on the title “Beyond Toyota”. I found this exasperating because it implied we were somehow going beyond Toyota’s discoveries about the best… read more »
On Our Watch
December 3, 2009
A few weeks ago I walked through the Arsenale in Venice, which has been in continuous use for building and overhauling military ships since 1104. The Arsenale is still an Italian naval base and visiting requires permission from navy headquarters in Rome. But my interest was not in present-day… read more »
Making Everyone Whole
November 5, 2009
I've had a big smile on my face for much of the last month because I've had the opportunity to visit progressive organizations on three continents to look at their efforts to create lean value streams. Walking through any process, good or bad, seems to put a smile on my face for one of two reasons.… read more »
In Search of Value Stream Architects
September 3, 2009
Recently I've been spending most of my gemba time walking through value-creating processes in organizations far away from manufacturing. And the further away I get -- for example, all the way to healthcare -- the more I find myself asking, "Who designed this wasteful, incapable, unavailable,… read more »
The Mind of the Lean Manager
July 30, 2009
Several years ago I started to talk about the need to move beyond lean tools - including the very powerful concept of Value-Stream Mapping - to lean management. At the same time we at LEI began to publish a set of volumes on lean management techniques. These consist of strategy deployment to set… read more »
Sailing a Straight Course in a Time of Variances
June 30, 2009
Recently I spent a day as a lean anthropologist, sitting in the back of the room and observing the behavior of senior managers during the monthly leadership team meeting of a large corporation. I hadn't done this in some years and it caused me to reflect again on how organizations do strange… read more »
The End of an Era
June 2, 2009
When General Motors filed for bankruptcy yesterday it marked the end of an era. The first truly modern, manage-by-the-numbers corporation, created by Alfred Sloan in the 1920s, was laid to rest as a viable concept. But what comes next?This is not just a question for GM or large enterprises more… read more »
Repurpose Before You Restructure
April 9, 2009
One of my favorite questions when meeting with senior leaders of enterprises is, "What is your organization's purpose?" read more »
Respect Science, Particularly in a Crisis
March 5, 2009
The current recession is the fifth in my working career. And it is beginning to feel like the worst. I can't imagine that any manager or improvement team member in any industry in any country isn't feeling a bit queasy at this point, as the world economy keeps recessing toward an… read more »
Constancy of Purpose
February 11, 2009
The first of Dr. W. Edwards Deming’s 14 Points is "create constancy of purpose for continual improvement of products and service to society." When I first read this many years ago it seemed so simple and obvious. How could anyone not have constancy of purpose?Now that I'm older and… read more »
Learning to Manage
January 22, 2009
My colleague John Shook has recently written a wonderful book for LEI about "managing to learn". By this he means the method of discovery that lean managers use to deploy initiatives from higher organizational levels, solve problems at their organizational level, and evaluate proposals from lower organizational levels. By using this method at every level on a continuing basis, organizations truly learn how to learn while creating ever better managers. read more »
2008 in Summary: A Large Enough Wave Swamps All Boats
December 31, 2008
We all know the phrase, "a rising tide lifts all boats", and this was true during the world economic bubble of the last few years. Almost any firm could survive, even with mediocre performance and no improvement.Unfortunately, there is a corollary. A really big tide - a financial tsunami… read more »
Mega Mura Bubble Trouble
November 13, 2008
I started writing my monthly e-letter in October of 2001 to speak to the worries of the Lean Community as the world economy slid into recession. So this month marks the end of one complete cycle -- seven years of bust, boom, and bust -- as the world enters a new recession.When Dan Jones and I wrote… read more »
It Takes 2 (or more) to A3
October 7, 2008
We've just launched John Shook's new book, Managing to Learn, and I'm tremendously excited. I think it is the most important work we have published at LEI. This is because John clearly explains why A3 thinking is the core of the Toyota management system and shows how the repeated act of creating… read more »
Manage the Contract or Improve the Value Stream?
September 16, 2008
As much as I would like to, I can't walk frequently along every type of value stream. As a result, it has been a while since I've walked along the complex value streams shared by customer firms and their suppliers. So when several firms recently offered a chance to take multi-organization walks --… read more »
The Worst Form of Muda
August 14, 2008
I've just returned from India where I attended the first Lean Summits, in Mumbai and Chennai, organized by the Lean Management Institute of India (www.leaninstitute.in). One of the souvenirs I collect on my visits to different countries is special reasons why lean is impossible in each country. And… read more »
From Staffs Conducting Programs to Line Managers Solving Problems
July 17, 2008
As part of a new LEI research project on lean management, I have been visiting with a number organizations well along in lean transformations. I ask the leaders of these initiatives about their methods, their experiences to date, and their trajectories. Then I take a walk along one or more of their… read more »
Nice Car, Long Journey
June 6, 2008
2008 marks the 100th anniversary of the introduction of the Model T Ford. This truly is “the machine that changed the world”, even if the title of a 1990 book might suggest otherwise! Nearly 16 million copies were built over 19 years of production as the world was motorized.The Model T… read more »
Creating Value or Shifting Wealth?
May 1, 2008
How do we judge the progress of the Lean Movement? One critical indicator is our success in extending lean thinking to new industries and activities. In recent years I have been greatly encouraged that lean thinking is moving far beyond its origins in manufacturing to distribution, retailing,… read more »
The Big Mura and Mean Leanness
April 3, 2008
Every day humans eat very nearly the same number of meals and sleep in the same number of houses and travel the same number of miles to work. All of these numbers increase slowly with population growth, but the number of us on the planet and our needs don't change rapidly. So how can we have… read more »
Yokoten Across the World
March 6, 2008
Recently in the same city I visited two facilities of a company trying to embrace lean thinking. At the first I found high levels of technical knowledge, a clear transformation plan involving a change in management behavior, and a high level of energy. At the second I found some technical knowledge… read more »
The Missing Link
February 7, 2008
I have a great stove, not that I cook that much. It's shiny, sophisticated, and full of capabilities, most of which I never use. I've been very happy with this brilliant object and its manufacturer for more than five years until the last few weeks when it needed its first repair.I called the… read more »
Cadence
January 3, 2008
Think of cadence as takt time adapted to activities beyond routine production. In the product development world -- as brilliantly illuminated by our late colleague, Allen Ward -- it is very helpful for a development organization to have a clear sense how many new products are needed per unit of calendar time and to develop a steady pace for initiating and finishing these projects. The demand might be one per year or one per quarter or one per month, depending on the perceived desires of customers. But in every case the demand needs to be determined in advance and projects need to be completed at a steady rate. read more »
Respect for People
December 20, 2007
For years I've visited companies where "respect for people" is a core element of the corporate philosophy. So I've asked managers in many companies a simple question. "How do you show respect?" I have usually heard that employees should be treated fairly, given clear goals,… read more »
Ten Years and Counting
October 23, 2007
The Lean Enterprise Institute just celebrated its 10th anniversary with a small, private conference near our headquarters in Cambridge, MA. Surviving for a decade is no small accomplishment for a start-up organization and I take pride in our achievements:14 published titles with half a million… read more »
Kaizen or Rework?
August 22, 2007
I recently visited a contract electronics manufacturer with a striking capacity for kaizen – the steady improvement of every step along its key value streams. Dozens of kaizen events were being performed across the company to eliminate wasted steps and to remedy quality, availability,… read more »
The Problem of Sustainability
May 30, 2007
I recently got a call from an old friend who led one of the first lean implementation efforts in healthcare in the mid-1990s. He has moved on to other challenges and we hadn't had a chance to catch up in recent years. So I asked him what happened to the lean initiative in the healthcare… read more »
Creating Lean Healthcare
May 3, 2007
Ten years ago this month I made a visit to the Mayo Clinic’s large medical complex in Rochester, Minnesota. I was not there as a patient. Instead I was a sort of lean anthropologist. I was making my first foray into a major medical organization to examine its thought process and behavior from… read more »
Why Toyota Won and How Toyota Can Lose
April 4, 2007
Simon & Schuster has just re-issued The Machine That Changed the World, which Dan Jones, Dan Roos, and I co-authored 17 years ago. Doubtless, our publisher has noticed the current Toyota boom when any book with "Toyota" on the cover sells.Fortunately, Machine is still the best… read more »
More Thinking About Lean Transformation
January 16, 2007
Recently we at the Lean Enterprise Institute have started a new research project trying to answer a simple question: “What is the best way to conduct a lean transformation?” read more »
What I've Learned About Planning and Execution
December 14, 2006
By the time I founded the Lean Enterprise Institute in mid-1997, I had been thinking for years about how organizations prioritize and plan. And I had carefully read the policy deployment (hoshin kanri) literature emerging from Japan since the 1970s. So I thought it would be easy to develop and… read more »
From Lean Tools to Lean Management
November 21, 2006
I’ve been thinking about the challenge of lean transformation for 27 years now, since I started studying Toyota as part of the MIT global automotive project in 1979. That’s a long time and during this period I’ve watched lean thinking progress through a series of stages.In the… read more »
Gross Domestic Product Verses Gross Domestic Waste
October 23, 2006
I’ve always been fascinated by how humans count, especially the way we always seem to count the wrong things. Recently I was looking at the American counting of Gross Domestic Product (GDP). The U.S. government reports that GDP was up 2.6% in the second quarter of 2006, after rising 5.8% in… read more »
The Lean Way Forward at Ford
September 15, 2006
I’ve been reflecting on today’s remarkable headlines about the latest retreat by the Ford Motor Company as part of its “Way Forward” campaign. While reflecting, I have found it useful to think about the history of lean thinking at Ford, going back nearly 100 years. I believe… read more »
Thinking End to End
August 11, 2006
Every value stream runs from raw materials all the way to the end customer. And value for the customer is only delivered at the very end. In many service industries, of course, the “raw material” is information rather than molecules -- like the data in the claim application… read more »
Mura, Muri, Muda?
July 6, 2006
Twenty years ago this month, when my first daughter was born, the young men I supervised in MIT’s International Motor Vehicle Program went dashing out of the office to buy her a gift. They returned shortly with a pink T-shirt, size 1, with the stenciled message on the front “Muda, Mura,… read more »
Purpose, Process, People
June 12, 2006
Recently I have heard from several members of the Lean Community wanting to know how to evaluate the lean efforts of their company. “How do we know how lean we are?” “What metrics should we use to measure our progress?” “Are we ‘world-class’ in terms of lean?” (Whatever ‘world-class’ is!) Because I’ve been getting calls of this type for years and they seem to keep coming, let me share my answer. read more »
Fewer Heroes, More Farmers
May 12, 2006
I recently met with the chief executive of a very large American corporation organized by business units, each self-contained with its own product development, production, purchasing and sales functions. I asked what a CEO does in this situation and got a simple answer: “I search for heroic… read more »
Lean Leadership
April 4, 2006
When I founded the Lean Enterprise Institute nine years ago this summer I wanted to make the core lean knowledge available in easy to understand forms. My hope was that everyone could make faster progress toward creating organizations that create more value with less waste.Looking back, I think we… read more »
A Tale of Two Business Systems
February 7, 2006
In the fall of 1990, Dan Jones, Dan Roos, and I co-authored The Machine That Changed the World, our description of lean enterprise. On page 253 we forecast that 1991 or 1992 would be the moment of crisis as the full power of lean (represented byToyota) threatened to topple mass production (defended… read more »
Just in Time, Just in Case, and Just Plain Wrong
January 22, 2006
I started my e-letters immediately after the terror attacks of September 11, 2001, as a response to the many commentators asserting that JIT could no longer work due to the risk of disruption in supply chains. They argued that large inventories were needed everywhere along value streams to permit… read more »
The Big Opportunity
November 7, 2005
I started studying manufacturing performance 26 years ago this fall. We set out at MIT to perform the most exhaustive and accurate benchmarking of the world’s largest manufacturing industry – motor vehicles – because we believed this was the best proxy for manufacturing in general and believed that a sea change in manufacturing practice was occurring. read more »
Necessary But Not Sufficient
October 17, 2005
One of the hardest things in my line of work is seeing a company make enormous strides in getting lean and yet fail to prosper. Today’s heartbreak is Delphi, the giant American auto-parts company that was one of the founding sponsors of LEI and which has been a test bed for our ideas and… read more »
Lean Publishing and Lean Solutions
September 8, 2005
Normally I walk through other people’s industries. But today let me take a brief walk through my own: publishing. You don’t have to walk far to discover some amazing things:It takes traditional publishers up to three months to “stuff the channel” with a new book, through… read more »
Lean Consumption, Lean Provision, and Lean Solutions
August 16, 2005
Here’s some good news for the Lean Community. We really are making the world’s factories better. I was recently in Spain where I toured a facility belonging to an American company whose U.S. operations I first visited in 1992. They were terrible at that time. In fact, it was classic… read more »
The Truth Lies in the Lies of Fiction
May 31, 2005
Twenty years ago, while flying to a final vacation before the onset of children, I found myself reading Eli Goldratt's The Goal . It was a great story, even if a little short on practical advice. (You were supposed to look for your “Herbies” - your production bottlenecks -- but the… read more »
The Problem with Creative Work and Creative Management
May 10, 2005
Years ago I heard a presentation from someone at Toyota explaining where to begin in implementing the Toyota Production System. “Start by analyzing the work to be done.” This meant listing all the actions required to create the value in a given product and then dividing these… read more »
The Dramatic Spread of Lean Thinking
April 11, 2005
Without question, lean thinking was born in the factory. That's simply because processes are easiest to see when materials are being transformed into physical products. (Remember that a process is simply a set of actions that must be performed correctly in the right sequence at the proper time in… read more »
Lean Consumption
March 7, 2005
As I suspect you know, I see every value-creating organization as a big collection of processes: A product development process involving many steps that must be performed properly in the proper sequence at the proper time… read more »
Lean Leadership
February 3, 2005
On my gemba walks I often get comments and questions about leadership. “We can’t seem to get anywhere because we don’t have any leadership.” “Who should lead the lean transformation?” “Is a ‘lean’ leader different from any… read more »
The State of Lean 2005
January 11, 2005
As we enter the New Year, I find my attention turning from the history of lean (as described last month) to the future of lean. What do I see? read more »
A Lean Walk Through History
December 7, 2004
Most of us don’t realize that we are heirs to a remarkably long struggle in human history to see beyond isolated points in order to optimize the entire value creating process. We tend to think instead that lean ideas were mostly created by Toyota a few years ago and that the history of lean thinking has been short and easy. read more »
Lean Information Management
November 5, 2004
Recently I was walking through a manufacturing operation and found myself wondering about the principles of lean information management, in particular with regard to production control and fulfillment. read more »
Deconstructing the Tower of Babel
October 7, 2004
As the years have gone by, we seem to be building a lean Tower of Babel. I hear the term applied very vaguely and used to mean many things: goals (highest quality, lowest cost, shortest lead time), general methods (just-in-time, jidoka), specific tools (kanban, poka-yoke), and the basic foundation (heijunka, standardized work, and kaizen, built on process stability.) Here’s what lean means to me. read more »
Competition Equals Lean?
September 1, 2004
Those of us in the lean movement know that even in highly competitive industries like autos, companies can go for decades before they finally get their heads around the need to create a lean process for every significant activity in their business. And in industries where there is no “Toyota” – healthcare comes instantly to mind – someone has to make a breakthrough in applying lean principles for the first time before anyone else will feel pressure to compete. read more »
Bad People or a Bad Process?
July 28, 2004
When good people are put in a bad process we often become “bad” like the process – mean spirited, foul mouthed, and even violent. Ask everyone involved what the problem is and they are very likely to blame everyone else rather than step back and think about the process itself and how it could be improved. read more »
Creating Basic Stability
May 25, 2004
On my recent walks through companies, I've had an important realization. I had been assuming that in most companies the process steps in a typical value stream are sufficiently stable that it's practical to introduce flow, pull, and leveled production right away. But I've been forced to conclude that a lot of us need to pay more attention to creating basic stability as we try to flow and pull. read more »
Standardized Worrying
April 26, 2004
Years ago when Dan Jones and I first visited Toyota in Japan, we were struck by something that seemed out of keeping with their continuing success. They seemed to worry all the time. read more »
The Wonder of Level Pull
March 31, 2004
Many years ago in Toyota City I first witnessed the twin concepts of level production and the smooth pull of needed items throughout a complex production operation. My education occurred at a supplier of components to Toyota assembly plants that had created a small and precisely determined inventory of finished components near the shipping dock. Read more. read more »
Lean Beyond the Factory
March 23, 2004
I've been thinking a lot recently about just what a business really is. As a lean process thinker, my best answer is that a business is a collection of value creating processes. Indeed, it's the sum of its processes. read more »
Adding Cost or Creating Value?
March 4, 2004
I was out on tour this past week, listening to companies' stories as they try to achieve a "lean" transformation. And I was struck, as I often am, by confusing terminology. The companies I visited thought they were "adding value" but I mostly watched them adding cost. So let me try to clarify things. read more »
Why We Are a Nonprofit (And How You Can Benefit)
February 3, 2004
Every month I get calls and emails from folks thinking the Lean Enterprise Institute (LEI) is a consulting business and wanting to hire a sensei. And I get other calls and emails asking if we have a certification program for lean practitioners. (Lean Belts?) And I get still more calls and emails from Lean Thinkers searching for jobs and from firms seeking to employ lean experts, with both thinking we are some sort of executive search firm. read more »
The Prospects for Lean
January 7, 2004
As we all return to work in the New Year, I wanted to provide a few thoughts on the prospects for lean thinking in the years ahead. read more »
Is Lean Mean?
December 2, 2003
I was recently asked a question that demanded an answer: “How can you advocate ideas that improve efficiency but destroy jobs? What the world needs now is more work, not just more productivity.” In other words, “Lean is mean.” Is it? read more »
Is Lean Green?
November 4, 2003
People often tell me that lean thinking must be “green” because it reduces the amount of energy, manufacturing space, and wasted by-products required to produce a given product. But what happens when lean production also reduces the cost of products and causes consumers to buy more? Lean can support green. Just in a different way. read more »
The Power of a Precise Process
October 1, 2003
When I first started to study the Toyota Production System many years ago, I was struck by something very simple: Its utter precision. Equally striking, there was a clear knowledge of the current state of each operation and a vision of a better state to be achieved quickly through kaizen. Nothing seemed to happen by chance and continuous improvement was easier because the base condition was visible to everyone. read more »
Dueling Sensei and the Need for a Standard Operating System
September 11, 2003
Recently I witnessed a sight I’ve seen too many times before. I was visiting a company when a new sensei (Japanese for “teacher”) arrived to advise on the firm’s lean conversion. The first thing the sensei said to the vice president for operations was, “My method has nothing in common with the method of your previous sensei. You must now do everything my way.” read more »
Beach Reading
August 12, 2003
The second edition of Lean Thinking has been out two months now and at least a few members of the Lean Community seem to have used it for beach reading. I’m grateful, but they’ve also e-mailed me with an interesting question: “Whatever happened to the bicycle company you talk about in Chapter 3? Why isn’t its success mentioned in the new Chapter 14 in the same breath as Toyota’s?” Well…there is a story to tell and I thought I would share it as a bit of beach reading for everyone. read more »
Jim Womack on how lean compares with Six Sigma, Re-engineering, TOC, TPM, etc., etc.
July 14, 2003
It amazes me, but I still get lots of questions about how “lean” compares with Six Sigma, Total Productive Maintenance, Business Process Re-engineering, Demand-Flow, the Theory of Constraints, and other approaches to improvement. And I always give the same answer: At the end of the day we are all trying to achieve the same thing: The perfect value stream. Here’s how I think about it. read more »
We Have Been (Lean) Thinking
May 21, 2003
In the many years since we launched Lean Thinking, events amply confirm our long-held view that managers will try anything easy that doesn’t work before they will try anything hard that does. The good news is that the disasters of recent years in pursuing worthless easy things have prepared all of us to tackle the one hard thing (lean thinking) that always works. read more »
Lean Thinking for Air Travel
May 5, 2003
Recently I got a call from an aide to Don Carty at American Airlines (their Chairman who resigned this past week.) This person wanted to apply lean thinking to air travel and asked what I thought about their “lean” idea. read more »
Here’s to Toyota
April 15, 2003
More than twenty years ago Dan Jones and I made an important discovery. On a trip to Japan we concluded that there was really no “Japan, Inc.” or standardized way of doing business. Instead there were many companies pursuing a variety of approaches, some very good and some mediocre. Most important, we concluded that best of the best was Toyota. This company, rather than anything generically “Japanese”, became our image of the business system to copy or exceed. read more »
Taking a Value Stream Walk at Firm A
March 12, 2003
I was out walking through a company this past week, something I often do. The firm I visited had asked what I thought of their lean efforts to date and I paid a visit to find out. While flying home, it occurred to me that you might find my method and checklist of some use in your own improvement activities. So, let me share it with you. read more »
LEI looks for success stories to share
February 26, 2003
I routinely end my talks by offering to give anyone 15 minutes of fame in my and Dan Jones’s next book if they will do something new and notable in lean practice. This is a sincere offer and we were able to make good on it with our case studies of Lantech, Wiremold, Pratt & Whitney, Porsche, and a number of other companies in Lean Thinking. read more »
Move Your Operations to China? Do some lean math first.
January 10, 2003
I recently got a phone call from a reporter for The Wall Street Journal with a simple but provocative question: "If you are a manufacturer in a high-wage country such as the U.S., can you ever be lean enough that you don't need to relocate your operations to China?" My answer to this simple question was also simple: "Do some math before you move and make sure it's lean math." read more »
Year-end Message About the State of the Lean Community
December 20, 2002
As I've noted before with some sadness, economic distress is good for lean thinking. Taiichi Ohno said long ago that most companies are only willing to tackle their version of the Toyota Production System when they are desperate. And we've had plenty of desperation this past year. read more »
Substituting Money for Value Stream Management
November 13, 2002
I've been traveling again since I last wrote, this time to visit a household-name American company trying to pursue perfection in its total business after starting with an all-out Six Sigma initiative. What I found is a pretty common pattern. read more »
The “Right Sequence” for Implementing Lean
October 11, 2002
One of the best things about leading the Lean Enterprise Institute is that I travel widely to learn how things are going across the Lean Community. Recently I've looked at two truly interesting operations, one in New Hampshire, USA, and the other outside of Chennai, India. Together they provide an important lesson about lean transformations. read more »
What do you need from LEI?
August 1, 2002
August 1 marks the fifth anniversary of the Lean Enterprise Institute. In our first five years we've conducted Lean Summits across the world and produced a series of workbooks and workshops that many of you have bought and attended. Let me take this occasion to express our deep gratitude for your continuing support. read more »
A Great Time for Lean Thinking
June 25, 2002
I’ve just been reading the financial news and realizing that this is a great time to be a lean thinker. In fact, it’s the best environment for lean thinking that I’ve seen in more than a decade. Here’s why. read more »
LEI Expands Global Network
June 3, 2002
When I founded the Lean Enterprise Institute in Boston in 1997, I wanted to create a global network of non-profit institutes working horizontally to advance the ideas of lean thinking by conducting Lean Summits, presenting workshops, and offering translations of lean workbooks in their country or region... read more »
LEI's indicator that can't lie: Doing the math
April 12, 2002
Jim elaborates on the idea of using inventory turns as a measure of lean transformation read more »
Getting Back to Basics
March 19, 2002
I recently had a request from a Detroit newspaper to write a brief piece for the Motor Show on how American car companies can get turned in the right direction. In reading it over, I realized that my advice would be the same for any company in any industry in any country, so I thought I would pass it along. read more »
LEI’s new tool for seeing the big picture
March 1, 2002
We introduce the latest LEI workbook, Seeing the Whole, which provides a simple tool for mapping the extended value stream for your product families read more »
LEI's New Indicator That Can't Lie
February 22, 2002
I’m often asked by operations managers how they can know if their firm is really getting lean. My answer is simple: Just check your inventory “turns.” read more »
An LEI New Year's Resolution: No Wallpaper!
January 8, 2002
I've resolved that in 2002 no one in the lean community will turn their value stream maps into corporate wallpaper by failing to actually implement their Future States read more »
Shopping for a Sensei
December 19, 2001
We at LEI have been getting a lot of requests recently to help companies find lean expertise for harder times. Here are some simple guidelines for finding the lean "sensei" (Japanese for "teacher") you may need read more »
Lean Alternative to "Spaghetti World"
November 28, 2001
It's now time to re-think the connectivity costs of the "spaghetti world" we've built, where every part in every product seems to travel several times across national borders as it progresses from raw materials to the customer. The alternative is "value stream compression" in which all of the steps in fabricating and assembling product families are "compressed" in one place to dramatically reduce throughput times while largely eliminating connectivity costs read more »
10 Lean Steps for Surviving the Recession
November 20, 2001
Jim provides an action play for lean thinkers to think leaner to get through the recession and secure a strong position for the upturn. read more »
The Human Side of Hard Times
October 31, 2001
Harder times call for leaner thinking and presented an action plan, but what about the human side? Lean thinking requires that everyone at every level put in their best efforts and this isn't plausible if employees don't feel their employer is fair in the downturn. So what is the right thing to do with your people? read more »
Action Plan for Hard Times
October 23, 2001
Last week I pointed out that the big leaps in applying lean thinking have all been made in hard times. I therefore urged everyone to seize the opportunity forced on us by the recession. But just what should you do? Here's my advice, based on careful observation of the two previous recessions… read more »
Leaner Thinking for Harder Times
October 16, 2001
So now we have the recession of 2001. Its time for all of us to marshal our energies, focus our efforts and apply lean thinking all the way up and down our value streams. read more »
Nonsense about JIT
October 4, 2001
In almost every value stream, there will be some inventory at points where the product cannot flow. This inventory will typically consist of finished goods at the shipping point in each facility, work-in-process between fabrication steps within each facility, and raw materials (incoming goods) at the receiving end of each facility. read more »