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Learning to See Using
Value-Stream Mapping
Develop a blueprint of improvements that will achieve your organization’s strategic objectives.
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Article
Make Using Lean Thinking to Help Solve Societal Problems Your New Year’s Resolution
The nation needs lean thinkers and practitioners to apply their problem-solving prowess to address issues of national concern.
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Improve Continuously by Mastering the Lean Kata
Lean is about learning, say Rose Heathcote and Daryl Powell. Learning to find real problems, learning to face the limits of our current knowledge in…
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Lean Enterprise Institute Calls for Ending the “Madness” in Supply Chain Strategies
Shook made his recommendations on lean supply chains to authorities on Japan, leading investors, economists, policymakers, and business executives at Bloomberg’s Rebuilding Japan Conference.
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Translating Collaborative Learning Into Practice
What does collaborative learning mean for lean thinkers in practice, on a day-to-day basis? In his final talk at the 2012 Lean Transformation Summit, John…
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Who Owns Your A3? (Part Two)
In this second of two columns, Mark Reich explains why people must own their A3 reports as a means of developing their ability to properly…
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Policy Deployment: aka Strategy Alignment, aka Hoshin Kanri (Appendix 2 to the Eletter “Lead from the Front, Lead from Behind”)
As a way of illustrating the most common misconception about hoshin kanri, namely, that it’s a top-down deployment process, LEI CEO John Shook explains in…
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Manufacturing’s Next Chapter
Using the experience of GE Appliance and other manufacturers, LEI CEO John Shook reminds lean thinkers that much remains to be written in “manufacturing’s next…
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Accounting for the Right Reasons
My first job after graduating from Purdue University was as a manufacturing engineer with the Japanese company, Aisin Seiki. Aisin U.S.A. was in the process…
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What are the Three A's of the A3?
John Shook explains the three A's of the A3 in this video clip from the presentation that he and Lisa Yerian, chief improvement officer at…
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Inventory Turns Charts
How can you tell if your firm is really getting lean — count the future state maps on the walls, calculate the number of kaizen…
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Follow-up Q & A to the Webinar "Big Company Disease: What is it? and Why Should I Care?”
The following questions represent the most-asked ones that we couldn't get to during the webinar “Big Company Disease” with presenter Pascal Dennis.
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How to Lead with Respect
Showing respect to employees falls far short of leading with respect. Discover the seven core practices that true lean leaders use everyday to lead with…
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Fight for Your Lean Team
Managers, supervisors and coaches should mindfully support the storming and norming that teams require in order to grow an existing work team into a high…
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Be a Better Coach; Learn to “Force” Reflection Part 2: Forcing Managers and Execs to Reflect
How to hold senior-level leaders accountable for expected behaviors and practices, such as the PDCA process' "check/reflect" phase.
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Back to Basics: Jim Womack on Why Managers Need a "Lean State of Mind"
In this classic eletter from 2009, Jim Womack explains the crucial importance of a "lean state of mind" if a lean manager is going to…
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How Building in Learning and Knowledge Reuse Improves Product Development Success
Three leading practitioners share successful examples of how they built learning and knowledge reuse into their development process.
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As Your Customer’s Definition of Value Evolves, So Must Yours
If you don’t realize that your customer’s definition of value has expanded to include social responsibility and racial equity, you may learn so at a…
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How to Improve Your Product Development Process
Members of LEI's Lean Product and Process Development Learning Group share their successful strategies.
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