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The Five Whys
Dear Gemba Coach: I’m a lean coach and teach A3s in my company. Every lean book mentions “5 why,” and I can see the power…
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Should we do lean maturity audits?
Dear Gemba Coach: Should we continue with lean maturity audits and, if so, how often?
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Leadership and Having an Effective Plan
You wouldn’t want to be known as a source of “fake news” but are you practicing
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The Problem of Partial Participation: Why Failing to Fully Commit to Lean Is Not An Option. An Interview with Chris Vogel
It's surprising how many lean implementations fail due to an organization's employees not fully embracing the idea. There are many root causes of this common…
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Lean Lessons from Tesla
This piece throws no shade at Tesla, a company that serves as a highly-charged conduit for many a heated debate about the future of manufacturing,…
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What I Learned by Coaching at the Gemba Virtually
Lean Coach Mark Reich shares an example of how lean thinking is itself continually renewed, as leading practitioners use it to solve new problems.
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The Lean Farm
A cold wet fall Saturday at the Talking Farm in Skokie, IL was a workshop day of learning for a group of 25 urban farmers and urban…
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The Obstacle is the Path
Deborah McGee, LEI's Learning Activities Manager, reflects on the most common obstacles she sees people facing when they first try to introduce lean ideas in…
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Thinking End to End
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…
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Thank you, Tatsuro Toyoda
John Shook remembers the late Tatsuro Toyoda, former president of Toyota.
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Toyota Troubles: Fighting the Demons of Complexity
An interview with Professor Takahiro Fujimoto, Manufacturing Management Research Center, University of Tokyo
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Developing People Not Robots Through Karakuri
"Karakuri demonstrates that Toyota’s working currency is brainpower, grown through rigorous problem-solving and mentors who challenge their students," writes Matt Savas, "The wallet takes a…
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Changing Routines
In this article exploring ways to help lead positive change, Josh Howell asks: is pursuing understanding and conviction part of your influence or change model?…
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Ask Art: What is the Walk of Shame, and Why Is It Effective?
Take your team on a walk of shame, urges lean veteran Art Byrne. He suggests that you have some fun with it, but ask serious…
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A Learning Partnership to Support A New Era in American Manufacturing
As policymakers and business leaders work to rebuild and reimagine a struggling U.S. economy, GE is not only at the center of the conversation about…
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No Really, Go to the Gemba
LEI coach Danielle Blais explains why it's so important for lean coaches, leaders, and all managers to regularly visit the gemba (the place where the…
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Will changing the standard for supervisors' morning gemba walks make them pay more attention?
Dear Gemba Coach, We have a standard gemba walk for supervisors to check their areas every morning. I’ve noticed that after a while, they tick the…
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How Toyota Built its Culture Around the World
A new book takes a deep dive into a more effective way for senior leaders to manage talent to consistently achieve objectives -- and continually…
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Integrating Finance into Operational Kaizen: The Operational Leader’s Perspective
Two lean practitioners explain how and why they include accounting and finance teams in all continuous improvement efforts.
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The Lean Case for Founder Mode (plus Manager Mode)
Paul Graham's essay on "Founder Mode" vs. "Manager Mode" sparked a debate about how founders should lead their companies. Josh Howell offers a fresh perspective:…
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