What do you need from LEI?
LEI was founded with a very simple objective: To write down the "lean knowledge" in workbook form and to teach this knowledge in workshops so you could answer the "what do I do on Monday?" question about improving your business. We also wanted to bring lean thinkers together periodically across the world to raise consciousness, share experiences, and give each other mutual support. We did this initially in North America and more recently in sites ranging from the UK, Germany, and France to Brazil, India, and Turkey.
I can't tell you that the first five years have been easy. I'm told they never are for a start-up organization. But we have survived while continually growing. Indeed, in the fiscal year just ended we managed to break even in the face of a recession with no contributions from the corporate partners who helped us get started. So we feel we're really growing up and we are now thinking hard about our future as a mature organization!
This is where I need your help. We have just posted a questionnaire on the LEI website that contains a short list of questions on what you think of LEI's efforts to date and what you think LEI should do in the future. We are hoping to get your responses as soon as possible to incorporate in our plan for the years ahead. The plan will be presented to LEI Board of Directors for approval in September.
I hope you will go to the web right now and respond to the questionnaire. It has been designed with lean thinking in mind and will take only a few clicks and a few minutes to complete. If you are not currently logged in to the web site, you'll be asked to log in, then taken right to the survey. The first thing you will see is the profile information we have from you. Please take a moment to update it, especially your industry category. We've added more categories to give us a better picture of our customers.
And as you think through the questionnaire, I hope you will remember how important your support has been in the past and how helpful your frank evaluation and comments will be for the future of the lean community.
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.
- Learing to See the Whole Value Stream: The Power of Value-Stream Mapping
- Sustaining Lean Goals by Taking a (Gemba) Walk
- Forward to Fundamentals
- Managing to Learn: Part 1 - How Lean Leaders Create Productive Problem-Solvers
- The Power of Purpose, Process, and People
- Lean Management & the Role of Lean Leadership
- Lean Solutions