Publication Award Recipients
||Card-Based Control Systems for a Lean Work Design
||Matthias Thürer, Mark Stevenson and Charles Protzman
||Achieving Safe Health Care
||2 Second Lean
||The GBMP Management Engagement DVD Series
The GBMP Management Engagement DVD Series
Kaizen has historically been associated with the factory floor, but more recently it has found its way into offices and clinics. A revelation of the last decade, that lean thinking is for everyone, has extended the concept of continuous
improvement well beyond the shop floor – to banks and insurance companies, to showroom floors and classrooms, to clinical environments, and even national defense. It seems kaizen is everywhere. The Japanese word gemba is used to denote the place where the work is done. Gemba may be the shop floor of a factory, the operating room of a hospital or even the showroom floor of an auto dealer. According to lean thinking, if we want to make improvements
in any of these diverse environments we have to go to the gemba to understand the problems.
So it is with management. There is a gemba for management work – a real place where problems are observed and improvements are made. Where can we find it? The evidence is in our factories and offices and boardrooms. But its essence
is in the constructs that management has built to align the actions and behavior of the entire workforce: strategy, organization and policy. These are the building blocks of the status quo. All the rest – the bricks and mortar,
the machines and processes, the departments and employees – follow from the grand structure GBMP calls its management system.
Creators of the best-selling Toast Kaizen Video have produced a new management series to help lean managers improve the success of their continuous improvement programs. The GBMP Management Engagement DVD Series includes four DVDs: Management Kaizen, True North, Moments of Truth and Go See. If an organization is aiming for greater employee engagement and real sustainability in their lean systems, it must all begin
with Management Engagement. This series has helped hundreds of managers deconstruct the building blocks of the status quo to create a favorable environment for company-wide operational excellence. Management Engagement is the keystone to enduring culture change and lean transformation.
||The Lean Farm
The Lean Farm
Read the press release here.
A practical, systems-based approach for a more sustainable farming operation
Using the words “factory” and “farm” in the same sentence may seem sacrilegious, but today’s young farmers like author Ben Hartman are discovering that the same sound business practices apply whether you produce cars or carrots.
In The Lean Farm, Hartman demonstrates how applying lean principles to farming practices can drastically cut waste and increase profit, while at the same time making farms more environmentally and economically sustainable.
“When farmers apply lean with the right intentions—to restore the earth and increase the health of families and local communities—their farms can produce lots of food and fall into alignment with nature,” writes Hartman.
Lean principles were originally developed by the Japanese automotive industry, but they are now being followed on progressive farms around the world. Using examples from his own family’s one-acre community-supported farm in Indiana,
Hartman clearly instructs other small farmers in how to incorporate lean practices in each step of their production chain, from starting a farm and harvesting crops to training employees and selling goods.
The Lean Farm demonstrates that small-scale farming can be an attractive career option for young people because it shows them how to work smarter, not harder, by utilizing lean principles to identify and eliminate waste
and introduce efficiency in every aspect of the farm’s operation. This approach can help prevent the kind of burnout that start-up farmers often encounter in the face of long hours and hard, backbreaking labor.
Small-scale farmers who are part of the growing local food movement will find tremendous value in The Lean Farm, but Hartman’s prescriptions for high-value, low-cost production apply to farms and businesses of almost any
size or scale that hope to harness the power of lean in their production processes.
||Management on the Mend
Management on the Mend
Read the press release here.Problem-solving. Continuous improvement. Comprehensive engagement from the top down.
Worldwide, the best healthcare organizations have senior managers who lead by example at the front lines of care, delivering better healthcare in an era of continuous change and ever-increasing expectations. These thriving healthcare systems also engage staff at every level to solve problems and embrace change.
John Toussaint, MD, who in his seminal book On the Mend chronicled how a large cradle-to-grave health system revolutionized the way care is delivered, now addresses how healthcare organizations everywhere can successfully transition to lean healthcare, creating better value for patients while eliminating waste from the system.
Management on the Mend: The Healthcare Executive Guide to System Transformation details a model for lean transformation that shows leaders how to embrace an operating and management system that accomplishes the reciprocal goals of a) empowering all frontline caregivers to practice medicine while finding and solving problems and b) empowering all managers and executives to support the work of the frontline caregivers.
“Achieving these dual goals requires a complete cultural transformation,” notes Dr. Toussaint. He explains, “Fundamentally, the two jobs available in a lean organization are problem solver and problem solver support staff. Most healthcare organizations could not look more different from this lean model.”
Through the lens of 11 diverse organizations, Management on the Mend illustrates how the following essential steps transform healthcare organizations into lean organizations:
- Laying the foundation by doing the vital pre-work of establishing, understanding and admitting that change is necessary, both organizationally and personally
- Building a model cell, an area where lean thinking and organizational resources create a mission-critical transformation that can be used as a demonstration and teaching tool for the rest of the organization
- Establishing the organization-wide values and principles that will guide the work
- Creating a central improvement office
- Redesigning the frontline management system
- Spreading the work throughout the system
- Realigning the organization’s people, policies and practices to support this work
- Overcoming barriers such as medical education programs that churn out individuals rather than team players, the lack of publicly available outcomes data for quality and cost, and perverse payment incentives
Reflecting the flaws and triumphs of the many dozens of healthcare organizations around the world the author has studied and assisted, Management on the Mend is the story of many journeys and one conclusion: lean healthcare is not only possible, it’s necessary.
Read the press release here.
In 2005, Goodyear’s research and development (R&D) engine was not performing up to its full potential. The R&D organization developed high-quality tires, but the projects were not always successful. Goodyear embarked on
a major initiative to transform its innovation creation processes by learning, understanding, and applying lean product development principles. Within five years, Goodyear saw its product development cycle times slashed by
70 percent, on-time delivery performance rise close to 100 percent, and throughput improve three-fold – all achieved with no increase in the R&D budget.
Lean-Driven Innovation: Powering Product Development at The Goodyear Tire & Rubber Company describes in great detail how the Goodyear team was able to achieve such significant improvements. Revealing the ups and downs
of this successful transformation, the book shares experiences of how this seismic change was managed, how people were engaged, and how Goodyear dramatically reinvigorated its product development and innovation processes—and,
in the process, delivered substantial more value to customers and to the company.
The book also explains how lean product development helped Goodyear dramatically improve revenue by having every new product available when the market needed it. Presenting wide-ranging perspectives from all levels of leadership,
this book is ideal for anyone in R&D daring to take on a lean initiative in R&D or who is struggling with a lean transformation that is not delivering to its full potential. Since the book focuses on universal
lean principles, it is as insightful to other manufacturing and nonmanufacturing disciplines in any industry as well.
The book presents invaluable insights gained by the author during his 36 years within Goodyear, of which 10 have been directly involved in trying to develop, implement and sustain lean to achieve the company’s business
objectives. It distills ideas, practices, failures, and successes into key principles that lean product development practitioners can easily implement.
After reading this book, you will gain a practical path for applying lean to the innovation processes of your organization, including where to begin and what to do, regardless of the industry and the status of your transformation.
Watch Norbert Majerus discuss Lean-Driven Innovation at: https://youtu.be/yIlJEMJIcyA.
||How to Do a Gemba Walk
||Developing Lean Leaders
||Jeffrey K. Liker
||Lean for the Long Term
||William H. Baker, Jr. & Kenneth Rolfes
Lean for the Long Term: Sustainment is a Myth, Transformation is Reality
William H. Baker, Jr. and Kenneth Rolfes
Read the press release here.
The average tenure of a departing CEO has declined from approximately 10 years in 2000 to 8.1 years in 2012. Maintaining a customer-focused lean strategy and continuous improvement culture can become a challenge when management
changes often, unless it has become an institutionalized company-branded business management system for the company. Lean for the Long Term allows readers to benefit from the operating experience and research
of the authors who have been deeply involved in leading lean transformations that last in today’s ever-changing business landscape.
This book presents a lean management system model that encompasses leadership, process and growth as the model to drive business performance. The authors investigate the fragile nature of a lean culture and the resulting
effects on people and the company when the culture shifts. They illustrate the methods several companies have used to achieve successful lean transformations that last and also offer guidance on how to build your own
action plan based on the best practices outlined in the text.
Until now, there have been few books to supply in-depth discussions on lean as a strategy and management system. Filling this need, Lean for the Long Term will help you to move toward a broader, more strategic
use of lean principles in your business. The book uses clear language to present insights on how company leaders and lean practitioners can improve communication. After reading the book, you will better understand how
your company operates, how to align your efforts, and how to decide what to do despite the complexity of day-to-day business operations.
||Building the Fit Organization
Building the Fit Organization
Read the press release here.
Winner of The Shingo Research and Professional Publication Award!
Everyone knows that in order to reach optimum levels of health, you have to exercise―and that you have to keep at it, day after day after day. No big secret here.
It’s the same with process improvement, and, specifically, lean processes. Everything there is to know about Lean has been revealed. Countless books, articles, and seminars provide business leaders all the information they
need to understand how lean works and how effective it can be when fully implemented. Again, not a secret. Why, then, do companies invariably fail in their pursuit of operational excellence?
The same reason people fail to trim fat through exercise. They don’t do it. They try to squeeze it into their schedule; they don’t make it part of their schedule. And, inevitably, it becomes less of a priority. In the same
vein, too many business leaders see process improvement as a project, something separate from the more “pressing” goals of profits and growth.
That’s where they go wrong. And that’s where Building the Fit Organization comes in.
In this practical, hands-on guide Markovitz walks you step by step through the process of making lean as intrinsic to your company as the pursuit of profits. You will learn how to make an unshakeable commitment to increasing
the value provided by doing the right work in the right way with continuous monitoring of processes and structured coaching for everyone.
You don’t need another book about lean. What you need to learn is how to make process improvement your company’s purpose.
Like a serious athlete, you’re warmed up. You know what lean is and how it can help your organization. Now it’s time to perform. Building the Fit Organization is the next step to creating a company that can compete on the
toughest of playing fields.
||The Lean Prescription
||Dr. Patricia Gabow & Philip Goodman
The Lean Prescription
Dr. Patricia Gabow & Philip Goodman
Read the press release here.
Powerful Medicine for Our Ailing Healthcare System
Dr. Gabow, former CEO of Denver Health of 20 years, teamed up with Philip Goodman, a 34-year veteran of Denver Health who directed the Lean System group, to share their Lean journey in The Lean Prescription: Powerful Medicine
for Our Ailing Healthcare System. Readers can look forward to this honest story of how Gabow led Denver Health to become the first healthcare organization to be awarded the Bronze Medallion Shingo Prize for Operational
Excellence. The book details the foundational Lean principles and concepts and provides a "How To" book on applying Lean in from the experience of an integrated healthcare system's successful seven year Lean journey.
This book grew out Gabow’s 40 years' experience as a practicing physician, teacher, researcher and leader of a large, urban public healthcare system. About ten years into her twenty years as CEO of the healthcare system,
she became increasingly convinced that while there were new drugs and technologies, healthcare was provided in the same way it was when she was an intern more than 40 years earlier. When she shared this concern with
her physician colleagues, one common response was, "We are doing things the same way because it must be the right way." All you had to do to know that wasn’t true was watch the activity in any clinic or on any hospital
unit. No one would have consciously designed the work the way it was being done. Therefore, she began to look at how one could actually make healthcare work right. Was there some "medicine" out there that healthcare
could "take" that could "heal" its current dysfunction?
After a year of study, she and her team concluded that Lean was exactly what healthcare needed. And the seven year Lean journey at Denver Health proved this to be correct. Lean was the medicine and the financial, quality
and employee engagement results were amazing:
- The quality of care achieved was impressive, particularly given the vulnerability of the population served. Denver Health achieved an observed to expected mortality of almost 0.5, the lowest among the academic health
center members of the University Health System Consortium in 2011.
- The financial results were equally impressive. Denver Health realized almost $200 million of well-documented, hard financial benefit over seven years, $50 million in 2012.
- Employees enthusiastically embraced Lean. Eighty-three percent of Denver Health's employees affirmed that they understood how Lean helped us maintain our mission.
There are few, if any other approaches, that hit the target on quality, cost, and employee empowerment. In Gabow's decades in healthcare, she tried many approaches to reducing cost and increasing quality but Lean was the
most powerful approach to improvement and engagement.
The authors hope others are inspired by this true story of transformation.
||Lead With Respect
||Michael Ballé & Freddy Ballé
Lead With Respect
Michael Ballé & Freddy Ballé
Read the press release here.
A NOVEL OF LEAN PRACTICE
In their new business novel Lead With Respect, authors Michael and Freddy Ballé reveal the true power of lean: developing people through a rigorous application of proven tools and methods. And, in the process, creating
the only sustainable source of competitive advantage—a culture of continuous improvement.
In this engaging and insightful story, CEO Jane Delaney of Southcape Software discovers from her sensei Andy Ward that learning to lead with respect enables her to help people improve every day. “For us, lean is all about
challenging yourself and each other to find the right problems, and working hard every day to engage people in solving them,” he says.
Lead With Respect’s timely message brings a new understanding of lean. While lean has become essential for companies to compete in today’s global economy, most practitioners see it as a rigorous focus on process to produce
higher quality goods and services—a limited understanding that fails to realize the true power of this approach. This new novel by the Ballés, the third in a series that includes Shingo Research Award-winners The Gold Mine and The Lean Manager, breaks new ground by sharing huge amounts of practical information on the most important yet least understood aspect of lean management: how to develop people through a rigorous application
of lean tools. You’ll learn:
- How to apply Lead With Respect attitudes to the lean tools you are using now so that you develop a truly sustainable lean culture.
- What specific steps to follow to make lean leadership behaviors daily habits.
- How to manage with respect through the emotion, conflict, tension, and self-doubt that you’ll face during a lean transformation.
||The Power of Ideas to Transform Healthcare
||Steve Hoeft & Robert Pryor
The Power of Ideas to Transform Healthcare
Steve Hoeft & Robert Pryor
Read the press release here.
The Art and Science of Organizational Transformation
Many companies conduct Lean training and projects, but few have tapped the wealth of ideas in the minds of their staff like Baylor Scott & White Health. This book documents the path Steve Hoeft and Robert Pryor created
at Baylor Scott & White Health and shares what worked as well as what didn’t—illustrating over seven years of successes and failures in detail.
Providing easy-to-follow guidance for deploying Lean and TPS in healthcare, The Power of Ideas to Transform Healthcare focuses on what needs to be done and who needs to do it. It explains that the new "currency" for 2015
and beyond will be ideas—ideas brought out in projects, problem solving, and especially in "Huddles." The most significant concept in this book is not huddles. Instead it’s who builds the systems around them and why.
- Supplies the understanding required to build a Lean management system in any industry
- Explains how to align staff around common goals and cascade and translate those goals using Hoshin Kanri
- Demonstrates how daily Lean can reduce the cost of healthcare
The authors share hundreds of pictures, forms, tools, and tips. Describing how to engage all staff and draw out their ideas in daily huddles, the book offers ways that staff can try out their ideas without spending too
much time away from their work.
Although the book focuses on healthcare, the management systems described, along with the lessons learned and best practices, will work in almost any industry.
||Rising Above It All
Rising Above It All
Read the press release and view his video here.
The Art and Science of Organizational Transformation
This book was written to teach you how to keep your business alive. The average life expectancy for Fortune 500 type companies is between 40 and 50 years. There are many arguments for why organizations die at such young
ages. This book looks at the problem from the perspective of a Quality Professional. The author, John Lee, has spent his whole career learning how to make quality an organizations primary competitive advantage.
Read the press release and view his video here.
Catapult the Cow and Other Inspirational Continuous Improvement Stories
It should not be surprising that the application of world-class manufacturing techniques is even more critical to company survival than it was even a decade ago. In Lean Epiphanies, lean expert and Shingo Prize winning
author Gary Conner relates inspirational stories of the places he has been, the companies he has worked with, and the people he has met in his Lean Enterprise Training consultancy over the course of the last 20 years.
Conner's experience conducting hundreds of continuous improvement events involving thousands of team members led to his writing this fun, easy-to-read collection of short stories.
Readers will find the conversational style refreshing and the insights transformative and encouraging in their own continuous improvement efforts. Each short story relates an “Aha!” moment that teaches something new. Lean
newcomers and seasoned practitioners alike will learn through Conner’s compelling insights into human nature, company culture, leadership, and what it takes for business success in the changing dynamics of the new world
||Toyota's 8-Steps to Problem Solving
||Robert H. Goldsmith
Toyota's 8-Steps to Problem Solving
Robert H. Goldsmith
Read the press release here.
Toyota’s 8 Steps to Problem-Solving is a how to book.
The content explains Toyota’s methodology for problem-solving that has been proven as a very effective approach. The book not only lays out Toyota’s 8 steps to problem-solving, it also describes specific tools and how to
utilize them in a problem-solving initiatives. The book also includes an easy find reference section to “mentally prompt or remind” the reader on the correct steps and tools recommended. The intent for this book is
to inspire the reader to incorporate the Toyota 8-step A3 thinking methodology into their business processes to take their organization to the next level.
||Bruce Hamilton & Bill Costantino
Bruce Hamilton & Bill Constantino
Read the press release and view their video here.
Making Scientific Thinking a Life Skill for Everyone
The Improvement Kata pattern is a better way for learning and developing the capabilities of our most valuable resource: our employees. Shigeo Shingo noted that continuous improvement means trying something we’ve not done
before — treading into unexplored territory. Yet, most organizations task employees with entering into uncharted waters as if it is already familiar. The results are almost always disappointing both to employee and
Using an example familiar to most, learning to drive, GBMP compares traditional “push system” learning with the Improvement Kata method, which redefines the manager’s role as coach and enabler. Many humorous moments in
Anna’s learning process underscore the benefits of the structured, scientific Kata approach. In the end, Anna learns a valuable “meta-skill”, a deliberate, scientific method that can be universally applied to any challenge
she may face. Whether in our personal or work lives, achieving challenging goals requires a set of practiced skills and a social environment that support a scientific approach to problem-solving. The challenge to kaizen
— small changes for the better — requires a set of practiced skills that create a social environment supporting the technical science of problem-solving. This video of Anna’s driving lessons provides an introduction
to the critical importance of Kata methodology to real human development.
||Customer Focused Process Innovation
Customer Focused Process Innovation
Read the press release and view his video here.
HOW TO LINK STRATEGY TO DAILY PRACTICES
Every day individuals enthusiastically accept prominent roles in companies around the globe. Not long thereafter, their initial excitement is tempered by an uncertainty epitomized in three questions:
- How do things really work around here?
- Who does what and where do I fit in?
- What can I do to move the ball forward?
What they quickly discover is their role did not come with instructions. And no one waits for them to get up to speed. The inbox bursts with wildfires – lackluster sales, missed deadlines, marketing mishaps,
and new competitors testing the market. What they need is an owner’s manual for managing and growing an enterprise, a structure for attacking the corporate chaos and lasering in on those critical items
that determine success or failure – and that is exactly the book I have written, Customer Focused Process Innovation.
The answers to the above questions rely on how the company organizes work or more appropriately, processes. By my definition, processes are a collection of tasks that take inputs and create outputs. In fact, every company
is a web of processes – with work completed at numerous stops before a finished product is delivered to a customer. For decades process improvement meant making products better, faster, and less costly, but there is
a far greater power to processes.
Consider for a moment that the web of connected processes is the unique way a company creates value – in effect, its strategy. It follows that if you calibrate the outputs of this process web to deliver exactly what the
customer wants, you have created an incredibly efficient way to develop the perfect product. But how do you know what the customer wants? By capturing feedback from the points where your process web interacts with the
customer, rich detail is readily available on the needs, wants, and dislikes of your customer. Success is managing this simplified relationship between the customer and your processes. This concept is the basis of Customer Focused Process Innovation – building a process-based machine to deliver exactly what the customer wants as efficiently as possible. Embedding this power in the DNA of a company leads to the answers.
||Building a Global Learning Organization
||Patrick Graupp, Gitte Jakobsen, John Vellema
Building a Global Learning Organization
Patrick Graupp, Gitte Jakobsen, John Vellema
Read the press release and view their video here.
Building a Global Learning Organization: Using TWI to Succeed with Strategic Workforce Expansion in the LEGO® Group describes how a multinational company developed a global structure for learning based
on the TWI (Training Within Industry) program to create and sustain standardized work across multiple language and cultural platforms. In this book, Shingo Prize-winning author Patrick Graupp collaborates with two practitioners
who performed the planning and implementation of the LEGO Group’s worldwide Learning Organization.
The book outlines the organizational and planning models used by the LEGO Group to create the internal ability to give and receive tacit skills and knowledge. Describing how and why TWI is used as the foundation for success
in knowledge transfer across diverse languages and cultures, it provides step-by-step guidance on how to establish a solid organizational foundation for your own Learning Organization.
Providing expert insight into the work of culture change, the book explains how to work with people to create motivation for moving to a new system of learning. It details the critical elements that made the implementation
at the LEGO Group a success, identifies the stumbling blocks they encountered along the way, and explains how they were overcome. Case studies describe in detail what these efforts looked and felt like in actual application.
The TWI program has long been recognized for its ability to generate results. After reading this book, you will gain valuable insight into how your organization—whether large or small, national or international—can integrate
this timeless tool into your operating structure and your daily culture.
||Sales Process Excellence
Sales Process Excellence
Read the press release and view his video here.
Why are B2B sales and marketing problems so persistent? Why don't digital and social marketing, lead generation, sales training, CRM systems, and even so-called sales process improve sales productivity and profit?
In Sales Process Excellence, Michael Webb traces sales and marketing problems to their root causes in traditional management methods, such as pushing product, setting quotas, and trying harder while doing the same things
over again. He explains why these methods actually create barriers for leaders, and reveals an alternative that avoids them.
What's the alternative? Sales process excellence. Drawing on years of experience with B2B sales managers, general managers, and process excellence leaders, Webb shows how you can engage your team to:
- Learn what customers want from your salespeople, your channels, and on your website
- Design your process to tell you who will buy, who won't, and why
- Increase margins and accountability, while earning field salespeople's cooperation and respect
- Synchronize marketing, sales, and service into a smooth production flow, and then accelerate it
- Use data you didn’t know you had to drive decisions that reliably grow your business
With nearly 40 case examples, Webb illustrates data-driven ways to motivate and guide sales and marketing teams with a precision approaching that of production operations.
In this book, you will learn how:
- A food packager doubled sales productivity, creating a new market where no one else could compete
- A water filter distributor revived its growth by moving salespeople from servicing dealers to selling to new customers through those dealers
- A paint supplier achieved its five year plan in four years by transforming itself from selling commodities to selling high-margin services
- A dozen other companies opened sales bottlenecks, developed new products, reduced waste, and increased deal flow.
Stop relying on wasteful promotions, undependable sales heroes, and management methods pitting people against one another. In this book you will learn proven principles for finding customer value and locking in profit in
ways competitors can’t imitate, while increasing predictability and reducing business risks.
||Creating a Kaizen Culture: Align the Organization, Achieve Breakthrough Results, and Sustain the Gains
||Jon Miller, Mike Wroblewski, Jaime Villafuerte
Creating a Kaizen Culture: Align the Organization, Achieve Breakthrough Results, and Sustain the Gains
Jon Miller, Mike Wroblewski, Jaime Villafuerte
Transforming a culture is far more about emotional growth than technical maturity. Co-written by leaders at the Kaizen Institute, Creating a Kaizen Culture explains how to enable an adaptive, excellent, and sustainable
organization by leveraging core kaizen values and the behaviors they generate.
The proven methods presented in this book will dramatically increase your chances of success in implementing a kaizen culture by closing the biggest gaps in the correct understanding of:
- what kaizen culture is and why we need it
- how everyone, everywhere can practice kaizen every day
- the leader's role in turning kaizen culture into competitive advantage
Based on more than 50 years of combined experience from experts who have successfully used kaizen to lead real transformation in a wide variety of industries, Creating a Kaizen Culture reveals how to propel rapid
and sustainable performance improvement. It provides a detailed and illustrated road map to organized kaizen implementation through kaizen events. Real-world examples demonstrate kaizen culture in action at Toyota,
Zappos, Wiremold, and many other companies. Featuring valuable insights from Kaizen Institute leaders, this practical resource covers:
- why we need a kaizen culture
- the true meaning of kaizen
- the origin of the kaizen event
- kaizen as a strategy in practice
- daily kaizen
- sustaining a kaizen culture
- organizational readiness for kaizen transformation
- facing up to the culture monster
- case studies of real-world kaizen implementation in organizations of various sizes and industries.
||Fixed-Cycle Smoothed Production Improves Lean Performance for Make-to-Stock Manufacturing
||Peter M. Bernegger & Scott Webster
Fixed-Cycle Smoothed Production Improves Lean Performance for Make-to-Stock Manufacturing
Peter M. Bernegger & Scott Webster
Eastman Kodak Company is a well-known imaging and printing company that has been practicing lean manufacturing in its production and distribution operations for many years. Kodak manufactures a number of products with sufficient
demand flow and volume relative to lot size so that its finishing operations are repetitive. For these products, it applies a production smoothing policy known as heijunka. Kodak's supply chain model also requires finished
goods inventory to assure an immediate and reliable supply to customers. Appropriate inventory and production control policies are needed to satisfy stochastic demand at a qualified fill rate, and to set the cycle time
per unit to replenish inventory at a level rate of supply. The lean production control process Kodak implemented initially was an elementary system of action limits prescribed by lean consultants. This system was difficult
to interpret and performed erratically. Kodak replaced it with a new system based on operations research and statistical process control techniques, which analytically model the inventory and production control policies
for stochastic demand and level supply. The new method improves operational control of lean manufacturing for a make-to-stock application that is realized in production schedule stability, product availability, and
lower operating costs.
||The Guide to Achieving STEEEP Health Care: Baylor Scott & White Health's Quality Improvement Journey
||David J. Ballard
The Guide to Achieving STEEEP Health Care: Baylor Scott & White Health's Quality Improvement Journey
David J. Ballard
Achieving health care that is safe, timely, effective, efficient, equitable, and patient-centered (STEEEP) is not an endpoint, but a journey. This journey requires a commitment to quality improvement from the highest levels
of leadership combined with the interdependent development of several key components of health care delivery: administration and governance, clinical leadership, quality programs and expertise, data analytics, and accreditation.
As each health care organization travels along its journey, these components must evolve. With each component of a given phase of the quality journey firmly developed, the organization can expect to advance to the next
phase knowing that the requisite factors are aligned.
The Guide to Achieving STEEEP Health Care details Baylor Scott & White Health’s quality improvement journey and offers practical strategies for delivering STEEEP care. Baylor Scott & White Health has traveled the
quality improvement journey during its 100 years as the largest not-for-profit health care system in Texas and one of the largest in the U.S. With a visionary care, its aim is to help others achieve the highest levels
of quality and safety for their patients. To learn more about the Baylor Scott & White Health quality journey and to find additional case studies and tools, please visit www.steeepglobalinstitute.com.
||Beyond Heroes: A Lean Management System for Healthcare
Beyond Heroes: A Lean Management System for Healthcare
Hospitals have long relied on the heroics of one brilliant nurse or doctor to save the day. Such heroics often result in temporary workarounds and quick fixes that leave not only patients and quality care at risk, but also
increase costs. This is the story of an organization breaking that habit. Like a growing number of healthcare organizations around the world, ThedaCare, Inc. has been using lean thinking and the principles of the Toyota
Production System to improve quality of care, reduce waste, and become more reliable. But lean thinking was incompatible with ThedaCare’s old top-down, hero-based system of management. Kim Barnas, former SVP of ThedaCare,
shows us how she and her team created a management system that is stable and lean, to spur continuous improvement.
Beyond Heroes shows the reader, step-by-step, how ThedaCare teams developed the system, using the stories of its doctors, nurses, and administrators to illustrate lean principles. The book explores each of the eight essential
components of the lean system, from front-line problem solving with the scientific method to daily team huddles and creating standard work for leaders all the way to the top of an organization. Finally, the author introduces
four executives from healthcare systems across North America who have implemented ThedaCare’s system and share the lessons they learned along the way.
Beyond Heroes is not just a call to action or an argument for a better healthcare system. It is a necessary roadmap through the rocky terrain ahead, one that healthcare leaders can customize to their special needs.
||Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
||Karen Martin & Mike Osterling
Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
Karen Marting & Mike Osterling
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value stream mapping—an essential but under-used methodology—is a proven approach to help you visualize and resolve disconnects, redundancies, and gaps in your value delivery system. More than merely a tool to eliminate
operational waste, value stream mapping is a highly effective means to transform leadership thinking, define strategy and priorities, and create customer-centric work flow.
In this detailed guide, business performance improvement experts Karen Martin and Mike Osterling present a practical way to deeply understand how work gets done—in any environment—and how to design improved work systems.
You’ll learn how to:
- Prepare and engage your leadership team in the transformation process.
- Gain a deep understanding about your current work systems and the related barriers to delivering value.
- Design a future state that enables outstanding performance on all fronts.
- Adopt the new design and lay the foundation for continued improvement.
Whether you are a novice, experienced improvement practitioner, or senior leader, Value Stream Mapping will help you design and operate your business more effectively. And if your organization already uses value stream
mapping, this book will help you improve your transformation efforts.
In today’s rapid-fire business environment, there are too many problems to be solved and too many opportunities to be leveraged to operate without a highly effective means for accomplishing the important work to be done.
Value stream mapping is the missing link in business management and, properly executed, has the power to address many business woes.
||The Lean Management Enterprise: A system for daily progress, meaningful purpose, and lasting value
||McKinsey & Company
The Lean Management Enterprise: A system for daily progress, meaningful purpose, and lasting value
McKinsey & Company
For service organizations, the goal of continuous improvement has been at least as frustrating as attractive. But a recent compendium of articles and CXO interviews from McKinsey & Company, The Lean Management Enterprise:
A system for daily progress, meaningful purpose, and lasting value, shows how a select group of enterprises is pointing the way forward. What these organizations have in common is their commitment to a management system
comprised of four core disciplines: delivering value efficiently to the customer, enabling people to lead and contribute to their fullest potential, discovering better ways of working, and connecting strategy, goals,
and meaningful purpose. These disciplines unite the entire organization from the front line to the executive suite. The journey to explicitly design, use, and improve these disciplines is the key to unlocking continuous
improvement faster and at scale.
The six articles and ten executive interviews illustrate the four disciplines in greater detail, describing how each is evolving based on lean principles, in real organizations doing real work and facing real challenges.
Understanding the full impact that lean management can offer is possible only by viewing these stories as part of a consistent system— one that delivers rapid improvement in performance and health while unlocking much
greater value through continuous improvement over time.
||Lean Engineering: The Future has Arrived
||J.T. Black & Don T. Phillips
Lean Engineering: The Future has Arrived
J.T. Black & Don T. Phillips
Modern manufacturing methodologies have undergone three different evolutionary stages over the past 200 years. Before there were modern manufacturing plants, the world only knew skilled craftsmen who labored as individuals
in very small groups to produce goods and services. The first factory evolution came about when James Watt invented the steam engine. Metal cutting, forming and assembly machines were co-located near streams or rivers
forming what we now call the Job Shop or the American Armory System. The second factory evolution began when Henry Ford introduced the first modern assembly line using interchangeable parts and standardized manufacturing
procedures. This gave rise to the modern flow shop, which reached its zenith during WWII. In the late 1970s, the third industrial evolution began when Taiichi Ohno and the Toyota Motor Company introduced what we now
call Lean Manufacturing...and the world changed again. Over the last 40 years, all forms of traditional manufacturing and service systems have embraced the concepts of Lean Thinking and proved its superiority to traditional
manufacturing and service systems design.
This book defines and characterizes a new breed of engineer which we call the Lean Engineer. The Lean Engineer has roots in traditional industrial engineering, but is also well trained in six-sigma methodologies
and understands lean-to-green factory design principles. However, Lean Engineering transcends and redefines the classic industrial engineer. Principles of Lean systems design, U-shaped Lean manufacturing cells, Linked-Cell
Manufacturing System design and Mixed Model final assembly lines are unique Lean Engineering strategies. This book attempts to define for the first time a new manufacturing engineering discipline called the Lean Engineering.
- Introduces Lean System Design principles
- Demonstrates the conversion of traditional manufacturing lines into U-shaped Lean cells
- Contrasts push versus pull manufacturing strategies
- Covers balancing, leveling, sequencing, and system synchronization
- Demonstrates Value Stream Mapping and the 7-Lean analysis tools for quality improvement
- Provides and introduction to Queuing Network Analysis for single and multiple product flows
...and many more principles which define the Lean Engineer.
||Accounting in the Lean Enterprise
||Gloria McVay, Frances Kennedy, Rosemary Fullerton
Accounting in the Lean Enterprise
Gloria McVay, Frances Kennedy, Rosemary Fullerton
Welcome to our view of the lean world. This workbook is designed to provide a clearer understanding of the fundamentals of the strategic lean philosophy and introduces methods for providing relevant, timely, and actionable
information to the decision makers in a lean environment. The workbook is divided into three major parts: I) Lean as a competitive strategy; II) Lean accounting; and III) Accounting controls and transition. Each section
of the three parts walks carefully through the tools, activities, and philosophies of the concepts presented, as well as provide real-world examples and addresses often asked questions about lean implementations. It
is our objective that upon completion of this workbook, company personnel will be able to transition a traditional accounting system into one that is supportive of a lean environment. We believe that this improved information
system will enhance decision making, improve strategic communications, motivate correct behaviors, empower employees, and ultimately add to your bottom line.
To give a real-life perspective, the lean journey of an actual company (pseudonym Lean Manufacturer of Electrical Components (LMEC)) with specific illustrations and examples provided throughout the workbook. We are using
LMEC because it is a firm that has made significant strides in its commitment to lean as a company culture. LMEC is a particularly excellent choice as an example for this workbook because it was one of the first identified
companies that recognized the need to change its accounting system in support of its lean initiatives. We are especially grateful to the LMEC plant controller and managers who have willingly invested their time and
efforts in helping us to share their story—both the successes and challenges they have experienced in trying to build a lean culture.
This workbook is unique in that it focuses on steps, checklists, worksheets, and examples to make it easier for companies to visualize and plan the transition to better information for lean decision-making. Actual company
examples and problems address practical concerns. Finally, the workbook directly confronts the fears that are often the source of accountants’ resistance to change. These stumbling blocks include inventory management
and valuation, SOX issues, GAAP compliance, and loss of control and benchmarks. Each fear is identified and resolved in an inset ‘Fear Box’ as the related topic is discussed. By the end of the workbook, the issues surrounding
these typical fears should be understood, dispelled, and resolved.
Watch the video here.
||Accelerating Health Care Transformation with Lean and Innovation: The Virginia Mason Experience
Accelerating Health Care Transformation with Lean and Innovation: The Virginia Mason Experience
The lean thinking concept of standard work is a particularly troublesome one to many healthcare professionals. This has led many in healthcare to believe that lean thinking is anti-innovation. Standard work, they say, stifles
creativity and the foundational freedom to think and do differently, which is at the heart of innovation. So, to many in healthcare, it is remarkable to learn that the Virginia Mason Medical Center has integrated innovation
and lean at both the strategic and operational levels. However, it turns out that creative thinking goes hand in hand with lean thinking. That remarkable concept—how it evolved and how it has contributed to the organization’s
success story—is the subject of this book.
Chapter 2 describes Virginia Mason’s strategic approach to innovation. Innovation is addressed systematically and deliberately, with involvement of the whole organization from the board of directors to the front line. Innovation
in healthcare needs to be more than simply a word in a vision statement, or a wishful exhortation.
Chapter 3 goes to the heart of the matter in providing examples of the integration of creativity and innovation methods into lean. Concepts and methods from the literature on creativity and innovation fit nicely with lean
methodology and help to stretch thinking beyond incremental improvement. Lean is not anti-innovation after all.
Chapter 4 focuses on how Virginia Mason builds leadership knowledge and capabilities with regard to innovation. When leaders know better, via systematic learning and unlearning, they can do better to catalyze and support
innovation. Anyone can learn to be more creative and innovative.
Chapter 5 describes how the organization measures and improves those elements of its culture that are known to support innovation. Organizational culture is key to success in both lean and innovation, and it can be created
through deliberate and systematic effort.
Chapter 6 covers Virginia Mason’s infrastructure for innovation. In contrast to many other healthcare organizations that are focusing on innovation, Virginia Mason maintains a minimal infrastructure that supports, facilitates,
and teaches others, rather than creating a separate, centralized structure where innovative thinking occurs mainly outside the daily work of healthcare service delivery. Virginia Mason Medical Center believes that freedom
to innovate is everyone’s privilege, not just that of a separate workgroup.
Chapter 7 follows on naturally from the discussion about culture and minimal centralized infrastructure to highlight examples of creativity and innovation in the daily work of frontline team members. At Virginia Mason,
frontline staff regularly take advantage of the opportunity to be innovative.
Chapter 8 focuses specifically on how the voice of patients and families inspires innovation. Innovation is often triggered when we deeply understand the experience of patients and families, but it requires that we observe
and listen well, and to the right things. Bringing into its lean efforts an innovative approach called experience-based design, Virginia Mason is showing that the patient and family experience can be measured and improved
upon in ways that patients and families truly appreciate.
Chapter 9 concludes by looking ahead strategically. While stories of success are already evident, the journey of the integration of lean and innovation has only just begun at Virginia Mason, and within American healthcare
in general. Virginia Mason Medical Center has come a long way, but knows that it still has a long way to go.
To make concrete an invitation to travel with Virginia Mason on its mission to transform healthcare, each chapter ends with a section that summarizes key points and raises challenging questions for reflection. This section
is ideal for creating dialogue among leadership teams that are contemplating adding a deliberate effort on innovation to their healthcare organization’s strategy.
||Perfecting Patient Journeys: Improving Patient Safety, Quality, And Satisfaction While Building Problem-Solving Skills
||Judy Worth, Tom Shuker, Beau Keyte, Karl Ohaus, Jim Luckman, David Verble, Kirk Paluska, Todd Nickel
Perfecting Patient Journeys: Improving Patient Safety, Quality, And Satisfaction While Building Problem-Solving Skills
Judy Worth, Tom Shuker, Beau Keyte, Karl Ohaus, Jim Luckman, David Verble, Kirk Paluska, Todd Nickel
In 2001 Virginia Mason Medical Center launched what may be the first hospital-wide experiment applying Toyota Production System thinking and practices to healthcare. In the interim, many healthcare organizations, including
hospitals, clinics, and individual medical and dental practices, have incorporated a variety of lean practices and tools. While there has been significant progress, in many organizations that progress has been limited
to localized improvement efforts in the form of “spot” kaizen or temporary improvements in process performance followed by failure to sustain.
In Perfecting Patient Journeys, the authors, who have a combined 148 years applying lean in a variety of settings including healthcare, offer a step-by-step guide for using value stream improvement (VSI) methodology
to make real and sustainable change to improve operational performance and to develop an adaptive, problem solving culture based on lean thinking and practices. As evidence the authors point to the following results
achieved with the VSI methodology:
- Reduced annual staff turnover by 20%
- Reduced average length of stay (LOS) in a large emergency department by 30%
- Reduced the number of patients who left without being seen (LWOBS) by 60% in the same hospital
- Increased customer (patient) satisfaction increased by 73%
- Reduced operating room changeover time, which increased the number of surgical procedures performed by 20%.
The guide, which grew out of a Michigan Hospital Health and Hospital Association learning collaborative including 70 hospital emergency departments, teaches healthcare how to engage staff members at all levels of the organization
in team based problem solving that produces and sustains results. The guide outlines chapter by chapter the steps for:
- Selecting and scoping a VSI project linked to real organizational, financial and/or clinical issues
- Using the value stream mapping tool to create a shared understanding of how the value stream currently works, how well it works and how it might be improved through a redesign using key lean principles
- Developing implementation plans that involve all the key stakeholders and establishing project management
- Adapting “huddles” and using rapid learning experiments, PDCA problem solving and visual management to keep improvement projects on track and promote learning
- Transitioning from projects and events to consistent practice.
The guide also includes numerous graphics to illustrate the application of the VSI method in a fictional healthcare setting and a glossary of lean terms.
||Creating a Lean and Green Business System: Techniques for Improving Profits and Sustainability
||Keivan Zokaei, Hunter Lovins, Andy Wood, Peter Hines
Creating a Lean and Green Business System: Techniques for Improving Profits and Sustainability
Keivan Zokaei, Hunter Lovins, Andy Wood, Peter Hines
You cannot implement lean; you have to create it. The same is true for lean and green. In order to create a lean and green business system, there needs to be orchestration across all levels of managing an organisation.
There is much more to creating a lean and green business system than just drawing upon a set of tools and techniques.
This book introduces the concept of lean and its impacts on the wider economy. But more importantly, it puts forward a systematic and structured way in which organisations can create a lean and green business system emphasising
simple managerial and behavioural changes that often cost nothing or very little, yet deliver significant benefits. The book presents case studies from around the world from leading firms using lean and green as simultaneous
sources of inspiration in various sectors of industry—from automotive and retail to textile and brewing. Opportunities are huge, for example, a multi-national food manufacturer saved the equivalent of $1.2 million in
water and energy consumption following a one-week blitz intervention in one of their most modern sites in South East Asia.
The following demonstrates various aspects of creating a lean and green enterprise: strategy deployment, process management, supply chain collaboration, and leadership and people engagement. We discuss each area of the
model through at least one case study: Strategy Deployment (Tesco), Process Management (Toyota), Supply Chain Collaboration (M&S), Leadership and Engagement (Adnams).
The book shows that the starting point for creating a lean and green business system is the mind-set of senior managers. It is hard to deliver the type of results we have seen from leading edge organisations such as Toyota,
Unilever, Tesco, M&S and Adnams without executive commitment to integrating these two approaches to achieve the dual benefit of improved economic and environmental performance.
A starting point is the understanding that there is no trade-off between lean and green, that lean and green should be brought together, as Toyota have done with their Monozukuri approach which is explained in the book.
The next step is to create a whole business approach that focuses on the needs of customers, the business, the employees and wider society. In achieving this integration, there is a great deal we can learn from the
paradigm shift that occurred during the 1960’s and 1970’s across the Western world as managers came to realize that there was no trade-off between quality and cost. This requires a coherent strategy that is well developed
and well deployed across all levels of the business. It also requires that continuous improvement be seen to be about the reduction of not just the classic economic wastes but also environmental wastes such as pollutants,
landfill and excess energy and resource usage. This will mean bringing lean people together with environmental teams in a common function and improvement process.
||Achieving STEEEP Health Care
||David J. Ballard, Neil S. Fleming, Joel T. Allison, Paul B. Convery, Rosemary Luquire
Achieving STEEEP Health Care
David J. Ballard, Neil S. Fleming, Joel T. Allison, Paul B. Convery, Rosemary Luquire
Reaching America's true potential to deliver and receive exceptional health care will require not only an immense and concerted effort, but a fundamental change of perspective from medical providers, government officials,
industry leaders, and patients alike. The Institute of Medicine set forth six primary "aims" to which every participant in the American healthcare system must contribute: health care must be safe, timely, effective,
efficient, equitable, and patient centered. Presented as the acronym STEEEP®, the collective realization of these goals is to reduce the burden of illness, injury, and disability in our nation. Baylor Health Care System
(BHCS) is committed to doing its part and has adopted these six aims as its own.
Achieving STEEEP Health Care tells the story of BHCS's continuing quality journey, offering practical strategies and lessons in the areas of people, culture, and processes that have contributed to dramatic improvements
in patient and operational outcomes at BHCS. The book features (i) perspectives of senior leaders in the areas of corporate governance, finance, and clinical leadership; (ii) strategies for developing and supporting
a culture of quality, including systems and tools for data collection, performance measurement, and reporting; (iii) clinical service-line examples of successful quality improvement initiatives from reducing heart failure
readmissions to coordinating cancer care; and (iv) approaches to accountable care that strive to simultaneously improve the patient experience of care, improve population health, and reduce per capita costs of health
||The 12 Pillars of Project Excellence: A Lean Approach to Improving Project Results
The 12 Pillars of Project Excellence:
A Lean Approach to Improving Project Results
The 12 Pillars of Project Excellence will help you transform the theory of project management from the age of command, control, and chaos to a solid practice of project leadership that engages, empowers, and enlightens
your organization. Asking tough questions about the current state of project management, it provides you with powerful tools for organizational- and self-assessment.
The book unveils novel solutions and breakthrough concepts such as project culture analysis, the five powers of project leadership, the power of visualization (TM), the science of simplicity (TM), dynamic risk leadership,
and dynamic project failures analysis. These cutting-edge tools and techniques will help revolutionize and transform the fundamental approach to project management and significantly enhance the success rate of any project
and lead to a culture of operational excellence. The powerful new techniques provided are based on the author's practical experiences, lessons learned, subtle insights, leadership pri nciples, and nearly two decades
of wisdom acquired from leading over 300 successful projects. The principles described in this workbook will help project managers, executives, and organizations chart out the most efficient path to the pinnacle of
||Lean Leadership for Healthcare: Approaches to Lean Transformation
Lean Leadership for Healthcare: Approaches to Lean Transformation
Healthcare organizations that have already applied Lean thinking to their processes, with the diligence of effective management and strong leadership support, are now realizing the benefits of their efforts. And, many of
those benefits surpass what was thought possible just a few years ago. To be successful, these organizations had to provide the leadership to arrive at their future state.
Written by a Shingo Prize-winning author and Lean sensei, Lean Leadership for Healthcare: Approaches to Lean Transformation explains how to apply Lean improvement to both clinical and non-clinical processes. It presents
valuable lessons learned by the author over the years of leading improvements in this complex industry and lays out a clear roadmap for initiating your Lean improvements.
Illustrating the leadership behaviors required to achieve sustainable success, the book is ideal for leaders in the healthcare industry looking to initiate Lean improvements to clinical and non-clinical processes. It reviews
the fundamentals of Lean and explains how to link a strategy of continuous improvement to corporate strategy to achieve operational excellence. It also describes how to mitigate the risk of failure when undergoing large-scale
corporate change—including what can go wrong and how to prevent these failures.
The book includes case studies that share the time-tested insights of healthcare team members and leaders. It outlines a management system for sustaining your Lean improvements and provides the Lean leadership approaches,
thoughts, and visual tools you’ll need to guide your organization along the path toward world-class healthcare performance.
||The Mastery of Innovation: A Field Guide to Lean Product Development
The Mastery of Innovation: A Field Guide to Lean Product Development
When companies say that they use Lean ideas in product development, what are they doing? What practices and tools have they adopted? How has their product development process changed from their efforts? What results have
In 2010, Katherine Radeka launched the Lean Product Development Benchmarking Study to answer these questions. All of the 69 companies who responded were eager to share what they had learned in a series of telephone interviews.
In 2011, Katherine visited more than two dozen of these companies in a series of benchmarking visits.
Although Eric Rebentisch of MIT, Durward Sobek (Shingo prize winner) and Goran Gustafsson of Chalmers University advised Katherine as she designed the study, it was never intended to be an academic research project. Instead,
Katherine's observations and conclusions were meant to provide ideas and inspiration by sharing stories of success with Lean Product Development.
The Mastery of Innovation shares Katherine's conclusions from these observations. The focus of the book is the set of nineteen case studies describing the many ways that companies have used Lean Product Development and
the improvements they have seen in their product development performance. In order to be a case study, the company had to have evidence of sustained results.
The contributor companies include Ford, Scania, Novo Nordisk, DJO, Irwin Seating, Philips Electronics, Steelcase and smaller companies that have seen great results from their work with lean. The case studies reflect the
breadth of the lean community, with industry representation, geographic location, company structure and size.
The main message from these case studies is that there is no one best way to implement Lean in product development. Each successful implementation of lean product development was significantly different. Some chose to focus
on Value Stream Mapping and others on Knowledge Creation and Reuse to eliminate the waste of reinvention. Some used A3 Reports and Visual Planning Boards- others used electronic tools. Every company had adapted Lean
These companies serve as exemplars and inspiration for people considering Lean Product Development. They demonstrate that the Lean Product Development theory works in practice, giving product development leaders the confidence
to bring Lean into the lab.
In the rest of the book, Katherine shares some basic information about lean in product development and the consolidated observations from all 69 companies. The final chapter lays out a framework for the phases of a Lean
Product Development Transformation.
||People: A Leader's day-to-day Guide to Building, Managing, and Sustaining Lean Organizations
||Steve Gran, Robert Martichenko, Walt Miller, Roger Pearce
People: A Leader's day-to-day Guide to Building, Managing, and Sustaining Lean Organizations
Steve Gran, Robert Martichenko, Walt Miller & Roger Pearce
Building a lean problem-solving culture begins and ends with people and leadership. While many books teach about lean tools, few address the day-to-day leadership requirements of successfully transforming organizations
into the lean enterprise. In 15 easy-to-read-and-reference chapters, People: A leader's day-to-day guide to building, managing, and sustaining lean organizations, outlines the high-level concepts, activities, principles,
and practices that a lean leader must know intimately and apply daily. This book was written with the sole purpose of fundamentally changing how you think and act relative to leadership.
A lean leader is an educator, trainer, coach, and mentor. The lean leader is always planning, sharing the plan, and executing the plan based on deep knowledge of his team members' personalities, skills, and how the game
is played. As a student and teacher, the lean leader understands the value of people. We love the game, and the people who play it.
||Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements
||Mark Graban & Joseph E. Swartz
Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements
Mark Graban & Joseph E. Swartz
Healthcare Kaizen focuses on the principles and methods of daily, or Kaizen, for healthcare professionals and organizations. Kaizen is a Japanese word that means “change for the better,” as introduced to the West
by Masaaki Imai in his 1986 book Kaizen: the Key to Japan’s Competitive Success and through the books of Norman Bodek, both of whom contributed introductory material for the book. In 1989, Dr. Donald M. Berwick, founder
of the Institute for Healthcare Improvement and former administrator of the Centers for Medicare & Medicaid Services, endorsed the principles of Kaizen in the New England Journal of Medicine, describing it as “the
continuous search for opportunities for all processes to get better.” This book shows how to make this goal a reality.
Healthcare Kaizen shares some of the methods used by numerous hospitals around the world, including Franciscan St. Francis Health, where co-author Joe Swartz has led these efforts. Most importantly, the book covers
the management mindsets and philosophies required to make Kaizen work effectively in a hospital department or as an organization-wide program.
Healthcare Kaizen shares examples and of actual Kaizen improvements from different healthcare organizations, from various departments in inpatient and outpatient settings and is unique in highlighting process improvement
activities conducted by physicians, nurses and other clinicians. The book includes a total of 200 full-color pictures and visual illustrations of Kaizen-based improvements that were initiated by nurses, physicians,
medical technologists, pharmacists, housekeepers, senior executives and other staff members at all levels.
Healthcare Kaizen will be helpful for organizations that have embraced weeklong improvement events, but now want to follow the lead of ThedaCare, Virginia Mason Medical Center, and others who have moved beyond
just doing events into a more complete improvement methodology management system based on Lean or the Toyota Production System.
It’s often said, without much reflection, that “people hate change.” The experiences shared in this book prove that people actually love change when they are fully engaged in the process, get to make improvements that improve
patient care and make their day less frustrating, and when they don’t fear being laid off as a result of their improvements.
||A Factory of One: Applying Lean Principles to Banish Waste and Improve your Personal Performance
A Factory of One: Applying Lean Principles to Banish Waste and Improve your Personal Performance
Most business readers have heard of the Lean principles developed for factories—a set of tools and ideas that have enabled companies to dramatically boost quality by reducing waste and errors—producing more while using
less. Yet until now, few have recognized how relevant these powerful ideas are to individuals and their daily work. Every person at a desk, drafting table, workstation, or operating table must (like a factory) deal
with the challenge of reducing the waste that creeps into their work. The same Lean principles that have improved efficiencies on the factory floor can be just as powerful—in fact, far more so—in helping individuals
boost personal performance.
A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance describes how you can foster a new mindset and improve your performance by applying Lean methods to your work. It
translates powerful Lean tools such as visual management, flow, pull, 5S, and kaizen to your daily work, revealing how they can help to improve efficiency, reduce waste, and link you ever more closely to customer value.
This practice will help you develop better self-awareness, more disciplined problem-solving skills, and the ability to self-correct errors.
This book not only provides the tools, but also teaches you how to find the root causes underlying your inefficiencies so you can eliminate them permanently. It will enable you to immediately improve personal productivity
while developing the skills needed for continuous improvement. It includes real-world examples that illustrate how these principles have been successfully applied across a range of industries. Providing the perfect
mix of what-to-do with why-to-do it, the text details a step-by-step approach to applying Lean principles to your work.
||Anatomy of a Lean Leader
Anatomy of a Lean Leader
Leaders of lean-thinking organizations require some unique, even contradictory traits. They must be servants as well as trailblazers, good listeners and mentors as well as visionaries and team players. While traditional
companies might be able to get by with old-fashioned, command-and-control managers, lean organizations need the talents, enthusiasm, and opinions of every person. This means that leaders must serve the people and the
processes while guiding everyone toward fulfilling the organization’s true purpose. It is a tall order and, in many ways, a new definition of leadership.
For 30 years, Jerry Bussell studied leadership while bringing lean practices to companies such as Medtronic and becoming a passionate, well-known advocate for lean. In that time, he saw many lean initiatives fail through
lack of leadership or repeated missteps by those in charge. Realizing that leaders rarely understood the needs of an organization that is becoming highly efficient, self-motivated and improvement driven, he set out
to help. In a lean environment, after all, true leadership is not a nicety; it is a necessity.
In this book, Jerry identifies the ten essential characteristics of a lean leader and illustrates those traits with stories from modern CEOs and one of this country’s greatest leaders, President Abraham Lincoln. Whether
you are a CEO or running your first kaizenevent, this book will keep you engaged and help you focus on the behaviors and attitudes that are essential to creating the kind of continuous open-loop improvement that is
the heart of lean thinking.
||Design for Operational Excellence
Design for Operational Excellence
The ability to implement and maintain improvement initiatives like Lean and Six Sigma is essential for improving quality, eliminating waste, reducing costs, and increasing output—but it’s only the first step. Eventually,
the improve-sustain-improve-sustain pattern itself becomes the end product. But it doesn’t have to be this way.
Why make operational improvement a perpetual process when you can make business growth a perpetual process?
In this trailblazing book, Kevin Duggan—author of Creating Mixed Model Value Streams and founder of the Institute for Operational Excellence and Duggan Associates—takes you beyond Lean and Six Sigma to achieve
true Operational Excellence. By developing a “design for operational excellence” you can leverage the operations side of the business to enable continuous growth.
Design for Operational Excellence provides the design criteria and guidelines that enable you to grow your business organically by refocusing management’s attention from running the business to growing the business.
Duggan takes you step by step through the new principles of Operational Excellence:
- Design Lean Value Streams
- Make Lean Value Streams Flow
- Make Flow Visual
- Create Standard Work for Flow
- Make Abnormal Flow Visual
- Create Standard Work for Abnormal Flow
- Have Employees in the Flow Improve the Flow
- Perform Offense Activities
Case studies illustrate how companies that applied Duggan’s methods grew consistently over time by designing and implementing a lean flow of product to the customer. The result was a flow that “self healed” when interruptions
occurred, which removed the need to manage flow. These methods work in any business environment, not just manufacturing. Everything from insurance, financial, and banking organizations to hospitals, mining companies,
universities, and even government can benefit from the bottom-line and topline business results Duggan’s methodology offers.
Design for Operational Excellence is the next great leap in the evolution of sustained business growth. Begin designing for growth now and stop reacting to customer needs. Instead, position your operation to provide
customer solutions in changing markets, which will lead to profit and growth in even the most severe economic and market downturns.
||Leading and Managing the Lean Management Process
Leading and Managing the Lean Management Process
This book develops a new model for lean management. The intent is to demonstrate a model framework consisting of four critical components: leadership, culture, team and tools. The development of the model and these four
components will be built from empirical theories reported in the research literature and in successful applications. This framework will offer a path to develop lean leaders with practical, actionable guidelines. The
model framework is suited to broad applications offering practical guidelines for manufacturing and service environments alike. The lean model will develop each of these four components, explaining their relevance and
importance for guiding internal lean initiatives. In developing the model, the text will chronicle the historical development of lean noting the significant lean contributions, contributors, and dates of these contributions.
This development will trace contributions to the practice of lean back hundreds of years, prior to the contributions of Henry Ford and the contributors from the Toyota system in the 1950's. The future of Lean will also
be examined with the current topic of sustainability and how it has extended lean concepts with an external focus towards product life cycle concerns and social issues. This offering is different from competing offerings
in three fundamental ways. First, it offers and develops of a comprehensive lean model based on a sound framework. Second, it examines a comprehensive timeline of significant lean contributions and their contributors.
Third, it extends lean by looking at the future applications in the area of sustainability.
||Lean Done Right: Achieve and Maintain Reform in Your Healthcare Organization
||Thomas G. Zidel
Lean Done Right: Achieve and Maintain Reform in Your Healthcare Organization
Thomas G. Zidel
Your healthcare organization cannot afford to waste time, money, or resources on an improper Lean implementation. You want to create a culture of continuous improvement, not a regime of tools that address problem areas
but have short-lived results.
Lean Done Right: Achieve and Maintain Reform in Your Healthcare Organization provides a roadmap for launching a transformative and sustainable Lean initiative. The Lean implementation model focuses on strategically
directed action, developing a lean organizational culture, and enhancing the care delivery system.
||Lean-Led Hospital Design: Creating the Efficient Hospital of the Future
||Naida Grunden & Charles Hagood
Lean-Led Hospital Design: Creating the Efficient Hospital of the Future
Naida Grunden & Charles Hagood
Instead of building new hospitals that import old systems and problems, the time has come to reexamine many of our ideas about what a hospital should be. Can a building foster continuous improvement? How can we design it
to be flexible and useful well into the future? How can we do more with less?
Answering these questions and more, Lean-Led Hospital Design: Creating the Efficient Hospital of the Future explains how hospitals can be built to increase patient safety and reduce wait times while eliminating waste, lowering
costs, and easing some of healthcare’s most persistent problems. It supplies a simplified timeline of architectural planning—from start to finish—to guide readers through the various stages of the Lean design development
philosophy, including Lean architectural design and Lean work design. It includes examples from several real healthcare facility design and construction projects, as well as interviews with hospital leaders and architects.
Check out a video here of the authors discussing their book, Lean-Led Hospital Design at the 2012 Med Assets Healthcare Business Summit.
The Japan Institute of Plant Maintenance defines safety as the maintenance of peace of mind. Without peace of mind, or the serenity brought about by a safe working environment, employees will be unwilling and even unable
to focus their energies on production improvement. Thus, it can be said that all improvement begins with safety.
A how-to manual on the proper integration of safety and environmental sustainability with Lean implementations, Lean Sustainability: Creating Safe, Enduring, and Profitable Operations provides a proven recipe for
achieving safety and sustainability excellence. This book is the result of the author’s two decades of experience implementing Lean; Safety, Health, and Environmental (SHE); and sustainability processes in the chemical,
food, and consumer products industries. It unveils valuable lessons learned and little-known tips for eliminating waste and increasing process efficiency—while reducing safety incidents and the overall impact on the
||Leveraging Lean in Healthcare: Transforming Your Enterprise into a High Quality Patient Care Delivery System
||Charles Protzman, George Mayzell MD, Joyce Kerpchar
Leveraging Lean in Healthcare: Transforming Your Enterprise into a High Quality Patient Care Delivery System
Charles Protzman, George Mayzell MD, Joyce Kerpchar
This practical guide for healthcare executives, managers, and frontline workers, provides the means to transform your enterprise into a High-Quality Patient Care Business Delivery System. This book will help to take you
out of your comfort zone and provide you with new ways to extend value to your customers. It drives home the importance of the Lean Six Sigma journey. The pursuit of continuous improvement is a journey with no end.
Consequently, the opportunities are endless as to what you and your organization can accomplish.
||Own the Gap
||Mike Martyn & Bryan Crowell
Own the Gap
Mike Martyn & Bryan Crowell
“Own The Gap” exposes many of the conventional myths of leading a lean transformation and explores the intersection between strategy, improvements, and results. Written and researched over the past year, the book includes
detailed information on how to create a strategy deployment process which defines what it means to win at each level of the organization. In addition to building an effective strategy deployment process, the book includes
examples of how to build a visual management system that enables teams to see if they are winning or losing in real time. After a team can see whether or not they are winning, the book shows you how to develop a daily
kaizen cycle, where problem solving, employee suggestions, and recognition systems occur across every team, every day. Finally, the role of leaders in creating, improving and sustaining these systems is provided. The
book includes step by step instruction on how to create leader standard work,engage follow up through reaction protocol, and drive results with daily huddles, weekly action plan reviews and a monthly step back process.
||James Benson & Tonianne Barry
James Benson & Tonianne Barry
Machines need to be productive. People need to be effective. Productivity books focus on doing more, Jim and Tonianne want you to focus on doing better. Personal Kanban is about choosing the right work at the right time.
Recognizing why we do the things we do. Understanding the impact of our actions. Creating value - not just product. For ourselves, our families, our friends, our co-workers. For our legacy. Personal Kanban takes the
same Lean principles from manufacturing that led the Japanese auto industry to become a global leader in quality, and applies them to individual and team work. Personal Kanban asks only that we visualize our work and
limit our work-in-progress. Visualizing work allows us to transform our conceptual and threatening workload into an actionable, context-sensitive flow. Limiting our work-in-progress helps us complete what we start and
understand the value of our choices. Combined, these two simple acts encourage us to improve the way we work and the way we make choices to balance our personal, professional, and social lives. Neither a prescription
nor a plan, Personal Kanban provides a light, actionable, achievable framework for understanding our work and its context. This book describes why students, parents, business leaders, major corporations, and world governments
all see immediate results with Personal Kanban.
This radical second book by healthcare executive John Toussaint, MD, outlines the essential framework for curing America's healthcare system from inflated costs and poor quality. The current state of healthcare in this
country cannot be sustained and requires potent medicine. While health systems have made great strides toward increasing quality and reducing medical harm in isolation, they often struggle against a system that actually
rewards waste and error. In Toussaint's hard-charging debut, On the Mend, readers were introduced to the efforts of ThedaCare, a five-hospital system in northeastern Wisconsin in redesigning care delivery by building
a culture of continuous improvement. This resulted in some of the best healthcare quality and lowest costs in the United States. But delivery is only one side of the game. Potent Medicine introduces two additional key
components in creating a value-based healthcare system in America: paying providers based on outcomes and making healthcare quality and cost data transparent. The book reveals eye-opening accounts from the physicians
and system leaders who stood on the frontlines during the development of Wisconsin's most innovative healthcare organizations, and from the patients they're trying to help. Change is bearing down fast on U.S. healthcare.
Potent Medicine shares the insights and tools that leaders need to not only anticipate and adapt to that change, but to drive it. The book is a call to action for all stakeholders to collaborate: physicians, consumers,
insurers, employers, healthcare leaders, and policy makers across the nation to join together and participate in ongoing experiments to transform our nation's healthcare system. Read about the proven methods that will
get us to higher quality and better value in healthcare.
||Single Patient Flow: Applying Lean Principles in Healthcare
||Dr. Sami Bahri & Bruce Hamilton
Single Patient Flow: Applying Lean Principles in Healthcare
Dr. Sami Bahri & Bruce Hamilton
Meet Dr. Sami Bahri, the “World’s First Lean Dentist.” Over the past thirty years, through personal study of The Deming Management System and subsequently many texts describing the Toyota Production System, Dr. Bahri and
his staff have continuously pursued a singular mission: “to provide patients with the correct treatment they need, when they need it, in the right quantity that they need it, while eliminating anything that interrupts
or delays this flow.”
Borrowing the Toyota concept of one-by-one production, Dr. Bahri and his team refer to their vision as “single patient flow.” Don’t make the patient wait – anywhere. This single-minded goal has been the compass for many
small improvements including a pull system to manage a flow of material, information and treatment to the patient. Quick change instrument trays assure that most dental procedures can be completed at a single seating.
Visual controls alert a thoroughly cross-trained staff of dental assistants, hygienists, front office specialists and dentists when help is needed. Daily improvement and problem-solving occur through morning meetings
and on-the-spot adjustments.
Behind the tools is an enduring respect for employees and patients. In Dr.Bahri’s words, “It’s a win-win for the patient who competes his treatment in fewer visits and the practice which now has nearly twice as many available
hours to see patients.” But the journey is never-ending as you’ll hear from Dr. Bahri, his staff and even his customers.
||Taking Improvement from the Assembly Line to Healthcare, The Application of Lean with the Healthcare Industry
Taking Improvement from the Assembly Line to Healthcare, The Application of Lean with the Healthcare Industry
Taking Improvement From the Assembly Line to Healthcare supplies step-by-step guidance on how to implement Lean methods to achieve world-class rates of improvement in healthcare.
The book begins with a comprehensive review of why immediate action is needed now. A perfect storm caused by an aging population, escalating costs, poor clinical quality outcomes, and a shortage of labor necessitates immediate
improvement is necessary.
Following the reason for action, the book then details the fundamentals of Lean and the tools required to discover waste and deliver sustainable solutions. The first chapter provides an overview of the fundamentals of the
Toyota Productions System. This explanation, like all the explanations in the book, are written in the healthcare vernacular. A further explanation of the lean tools and the application of the tools follows.
The book then details actual case studies within emergency medicine, diagnostic imaging, orthopedic clinics, general internal medicine, administration, and community care. These case studies highlight examples from both
the U.S. and Canada.
A roadmap to begin a transformation journey within the healthcare industry follows. This six step process provide readers with the tools and insight needed to begin their improvement journey.
The book concludes by highlighting the leadership challenges organizations will need to address in order to reach that elusive tipping point—where the organization becomes capable of delivering continuous improvements in
quality, patient safety, lead times, productivity, cost, and staff development and engagement. This final section unveils valuable lessons learned, as well as mitigation strategies to increase readers’ chances of success.
||The 7 Kata
||Conrad Soltero & Patrice Boutier
The 7 Kata
Conrad Soltero & Patrice Boutier
The biggest competitive advantage an organization can achieve comes from the synergies created by employees skilled in enhancing organizational dynamics. The Seven Kata: Toyota Kata, TWI, and Lean Training supplies time-tested
tools and advice to help readers adapt to changing conditions and outcompete their rivals. It explains why a mix of the skill sets that Training Within Industry (TWI) and the Toyota Kata (behavior patterns) teach is
the ideal recipe to boost organizational synergies and enhance any Lean transformation.
Bridging the kata/TWI nexus, the book lays out a road map for Lean success. It devotes a chapter to each of the Seven Kata and suggests possible courses of action dependent on your organization’s strengths and constraints.
Bringing together valuable information on many of the disjointed Lean practices, it explains key Lean concepts, including gemba walks, genchi gembutsu, and PDCA.
After introducing kata, it reveals the different kata inherent in the three major TWI courses and the TWI Job Safety course. It illustrates the value stream analysis relationship to the kata and the kata relationship to
TWI. It also demonstrates how to use kata to solve the problems identified in your value stream analysis while simultaneously conditioning your employees’ adaptive thinking patterns.
Supplying a clear understanding of exactly where the seven kata apply in your Lean journey, the authors include helpful guidelines for coaching a kata. They also highlight mistakes they have experienced or witnessed so
you can avoid the same pitfalls. As globalism continues to make management’s organizational skills a competitive differentiator, this book provides you with the tools to use the seven kata to place your organization
on a discernible path towards operational excellence.
||The Guide to Lean Enablers for Managing Engineering Programs
||Josef Oehman, Bohdan Oppenheim, Deborah Secor, Eric Norman, Eric Rebentisch, Joseph Sopko, Marc Steuber, Rick Dove, Kambiz Moghaddam, Steve McNeal, Mark Bowie, Mohamed Ben-Daya, Wolf Altman, John Driessnack
The Guide to Lean Enablers for Managing Engineering Programs
Josef Oehman, Bohdan Oppenheim, Deborah Secor, Eric Norman, Eric Rebentisch, Joseph Sopko, Marc Steuber, Rick Dove, Kambiz Moghaddam, Steve McNeal, Mark Bowie, Mohamed Ben-Daya, Wolf Altman, John Driessnack
The guide provides the findings of the Joint MIT-PMI-INCOSE Lean in Program Management Community of Practice that are based on a 1-year project executed during 2011 and 2012. The community was made up of selected subject
matter experts from industry, government, and academia. The findings reported in this guide are based on known best practices from the literature, program experience of the subject matter experts, and input from an
extensive community of professionals.
The findings of the Joint Community of Practice were extensively validated through community and practitioner feedback, multiple workshops at INCOSE and PMI conferences, LAI-hosted web-based meetings, and surveys of the
extended professional community. The survey results clearly show that programs that use the Lean Enablers show a significantly stronger performance in all dimensions—from cost, to schedule and quality, as well as stakeholder
The core of this document contains (1) the 10 themes for major engineering program management challenges, and (2) the 43 Lean Enablers with 286 subenablers to overcome these challenges, better integrate program management
and systems engineering, and lead engineering programs to excellence.
||The Lean 3P Advantage
The Lean 3P Advantage
How do you take talented engineers and surround them with the elements needed to create brilliant designs that lead to market-changing products? Lean 3P is how.
Written from an operations perspective, The Lean 3P Advantage: A Practitioner’s Guide to the Production Preparation Process explains how to build collaborative thinking and innovation into the front end of the
design process. Describing how to develop successful new products concurrently with new operations, the book illustrates real-world scenarios with numerous examples and case studies to help newcomers succeed the first
time around. For those familiar with 3P, the book supplies the basis to explore Evergreen 3P—a process for applying 3P to small-scale design projects for similar benefits.
Coverage includes product planning and evaluation criteria, selection of alternatives, timing considerations, construction of prototypes, and measuring effectiveness. This book will help you and your team develop holistic
designs that foster innovation and deliver products and production operations that effectively utilize people and exceed the expectations of all stakeholders.
||The Outstanding Organization
The Outstanding Organization
The recession upset a record period of global growth and expansion, forcing entire industries to rethink their business model. To ensure continued market share and profitability, many organizations are deploying Lean and
Six Sigma efforts directed at key cost, quality and service objectives in order to maximize customer value and reduce cost. And many will fail at meeting those objectives. After two decades in the trenches of helping
companies design and build better, more efficient operations, Karen Martin has pinpointed why performance improvement programs often fail: chaos, the sneaky but powerful force that frustrates customers, keeps business
leaders awake at night, and saps company morale.
In The Outstanding Organization: Generate Business Results by Eliminating Chaos and Building the Foundation for Everyday Excellence, Karen offers a toolbox for combating chaos by creating the organizational conditions
that will allow your improvement efforts to return greater gains. Proven, practical, and surprisingly simple, Karen’s system focuses on four key behaviors for operational excellence—Clarity, Focus, Discipline, Engagement—that,
once instilled into a company’s DNA, open the door to sustainable growth and profit.
||The Pittsburgh Way to Efficient Healthcare: Improving Patient Care Using Toyota Based Methods
The Pittsburgh Way to Efficient Healthcare: Improving Patient Care Using Toyota Based Methods
America’s healthcare system needs to change. Not only does our country spend 16 percent of its gross domestic product on healthcare, but despite spending more than other industrialized countries, our general health lags
behind. While we have plenty of data identifying where healthcare in America falls short, we’ve precious little practical, hands-on information about how to fix it.
In The Pittsburgh Way to Efficient Healthcare, Naida Grunden provides a ingenious and optimistic look at how principles borrowed from industry can be applied to make healthcare safer, and in doing so, make it more
effective and less costly. The book is a compilation of case studies from units in different hospitals around the Pittsburgh region that successfully applied industrial principles to the benefit of patients and the
satisfaction of employees.
The Pittsburgh Way to Efficient Healthcare is written for all healthcare stakeholders – from clinicians to insurers to employers to those who have the greatest stake in healthcare quality improvement, the patients.
||The Psychology of Lean Improvements
The Psychology of Lean Improvements
Fear of change—we all experience it. Some accept change immediately, some gradually adapt, while others may never get there. Whether it’s poor leadership, the inability to change, or pure ego, this book explores this perplexing
commitment to inefficiency. The Psychology of Lean Improvements: Why Organizations Must Overcome Resistance and Change the Culture examines the psychology behind why businesses avoid Lean transformations. It investigates
why businesses cling to the eight deadly wastes and why they still find ways to place continuous improvement on the back burner.
Frequently sought out for his expertise in Lean manufacturing, Chris Ortiz has been featured in a number of trade publications and on the television show Inside Business with Fred Thompson. In this book, Mr. Ortiz breaks
down the fear of change within executives and organizational leaders. He examines the psychology of dysfunction, provides insight into why so many businesses fall short in creating visions for growth and prosperity,
and identifies tools that can help you address resistance to change.
Detailing implementation techniques with a proven track record for success, the book considers specific strategies that can be helpful towards improving your company and changing its culture—including cellular manufacturing,
total productive maintenance, setup reduction, Kanban, visual communication, and in-line production. It explains how to get started on your Lean transformation, describes why an economic downturn might be a good time
to embrace Lean, and warns of the dangers behind failing to do so.
||Building a Lean Fulfillment Stream
||Robert Martichenko & Kevin von Grabe
Building a Lean Fulfillment Stream
Robert Martichenko & Kevin von Grabe
Building a Lean Fulfillment Stream will change the way you think about your supply chain and logistics networks. Even better - it gives you a way to act using lean principles to transform and continuously improve
these two key flows.
In this pioneering workbook, lean logistics veterans Robert Martichenko and Kevin von Grabe explain step-by-step a comprehensive, real-life implementation process for optimizing your entire fulfillment stream from raw materials
to customers, including practical insights into two critical concepts: calculating the total cost of fulfillment and collaborating across all functions and firms along the fulfillment stream.
Your company, like most, probably calculates costs at different points within departments, such as the piece price paid by the purchasing department to a supplier. Few companies figure the total cost associated with each
major function across the whole fulfillment stream. Calculating total cost, which most executives find surprisingly large, lets you measure the impact of your improvement efforts on operational performance and overall
Martichenko and von Grabe also give you guidance and tools for collaboration. Using the example company ABE Corp. as their model, the authors illustrate how the lean conversion process is a win-win for every company along
the supply chain. And an accompanying analysis illustrates the financial benefits and shows you how to apply the metrics.
The narrative, supported by 41 charts and illustrations, including value-stream maps, shows you:
- How to apply the eight guiding principles for implementing lean fulfillment, even when all the data and variables are not known.
- The seven major types of waste in logistics and supply chains.
- How a fulfillment-stream council of representatives from internal departments, customers, suppliers, and transportation providers gives critical guidance and support.
- The “eight rights” for assessing perfect order execution.
- What lean metrics to use, such as why average days on hand of inventory is a better measure than inventory turns.
- How to identify and eliminate waste in shipping, receiving, and yard management.
Learn how to use lean management principles to convert supply chains and logistics networks into smooth, fast-flowing fulfillment streams.
||Lean Office and Service Simplified: The Definitive How-to Guide
Lean Office and Service Simplified: The Definitive How-to Guide
Lean Office and Service Simplified goes beyond the basic tools and delves into the key concepts of Lean as they apply to office and services. Value Stream Management will be discussed first, followed by chapters
on Standard Work, Flow, Level Pull and Visual Management. Further, each will be explored in tremendous depth and will provide a step-by-step methodology for each. Chapter 6 will cover several of the more important "tools"
such as 5S and Mistake Proofing. These should be applied while implementing the key concepts covered in Chapters 1 through 5 in order to maximize the benefits.
Chapter 7 provides a function by function review of the application of lean. Does lean apply to Sales and Marketing? How about Finance and Accounting? These are frequently asked questions that need responses. Functions
commonly found in most all service organizations and the administrative areas of manufacturing companies are covered. It must be noted that the examples provided in this chapter must be implemented in the context of
Value Stream Management in order to maximize the benefits.
While the common sense nature of lean concepts will resonate with most people, the successful application of lean requires fundamental behavioral change in many people. People are creatures of habit, and therefore, will
have difficulty changing. However, they can create new habits if sufficient time is allowed. The most common obstacles encountered will be addressed throughout the book, along with strategies to overcome them drawing
on over twenty years of practical experience. This discussion will culminate in Chapter 8 "Leading the Lean Organization". The hope is that the reader will come away with the confidence to put into practice the well
tested and proven methodologies provided.
||Lean principles, learning, and knowledge work: Evidence from a software services provider
||Bradley R. Staats, David J. Brunner, David M. Upton
Lean principles, learning, and knowledge work: Evidence from a software services provider
Bradley R. Staats, David J. Brunner, & David M. Upton
The paper “Lean principles, learning, and knowledge work: Evidence from a software services provider” examines the applicability of lean production to knowledge work by investigating the implementation of a lean production
system at an Indian software services firm. Authors, Staats, Brunner, and Upton, first discuss specific aspects of knowledge work – task uncertainty, process invisibility, and architectural ambiguity – that call into
question the relevance of lean production in this setting. Then, combining a detailed case study and empirical analysis, the authors find that lean software projects perform better than non-lean software projects at
the company for most performance outcomes. The article documents the influence of the lean initiative on internal processes and examines how the techniques affect learning by improving both problem identification and
problem resolution. Finally, the authors extend the lean production framework by highlighting the need to 1) identify problems early in the process and 2) keep problems and solution together in time, space, and person.
||Liquid Lean: Developing Lean Culture in the Process Industries
||Raymond C. Floyd
Liquid Lean: Developing Lean Culture in the Process Industries
Raymond C. Floyd
While Lean practices have been successfully implemented into the process industry with excellent results for over 20 years (including the author’s own award winning example at Exxon Chemical), that industry has been especially
slow in adopting Lean. Part of the problem is that the process industry needs its own version of Lean. The larger part of the problem is resistance to transformational change, a barrier that can only be overcome with
effective leadership and results-oriented planning that engages rather than excludes all stakeholders.
Written by Raymond Floyd, an unparalleled leader of Lean transformations, Liquid Lean: Developing Lean Culture in the Process Industries provides potential process industry change agents with the no-nonsense guide needed
to eliminate waste and achieve sustainable optimal efficiency. Presenting lessons in lean as they apply within the liquid industries, the book focuses on developing the four measures of Lean as defined by the Shingo
- Business Results
- Consistent Lean Enterprise Culture
- Continuous Process Improvement
- Cultural Enablers
Illustrated with his own success stories, Floyd describes business results, Lean enterprise thinking, and policy deployment in process industry terms. He offers detailed theory, practice, and examples of continuous process
improvement, and describes the leadership and defines the ethics needed to evolve and sustain Lean transformation. Floyd lays out the specific steps needed during the first six months of transformation and the benchmarks
to be achieved during the first two years of implementation. All companies can benefit from Lean; this book makes sure that those who want it, know how.
||On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry
||John Touissant & Roger A. Gerard
On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry
John Toussaint & Roger A. Gerard
Part case study, part manifesto, this groundbreaking new book by a doctor and a healthcare executive uses real-life anecdotes and the logic of lean thinking to make a convincing argument that a revolutionary new kind of
healthcare — lean healthcare — is urgently needed and eminently doable.
In On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry John Toussaint, MD, former CEO of ThedaCare, and Roger A. Gerard, PhD, its chief learning officer, candidly describe the triumphs
and stumbles of a seven-year journey to lean healthcare, an effort that continues today and that has slashed medical errors, improved patient outcomes, raised staff morale, and saved $27 million dollars in costs without
||The Remedy: Bringing Lean Thinking Out of the Factory to Transform the Entire Organization
The Remedy: Bringing Lean Thinking Out of the Factory to Transform the Entire Organization
This work has an extremely widespread application as the tools, techniques, and methods described are at a level that achieves the goals of Lean and operational excellence without tying them down to a specific industry
or work stream. The book provides practical knowledge for lean champions, managers, and executives driving toward operational excellence enterprise-wide. The story format, and the presentation of this material was excellent,
and the avoidance of lean and operational excellence jargon gives the book a wide appeal…it is a pleasure to read.
The Remedy is a compelling a business fable that shows how Lean quality improvement business practices—traditionally associated with manufacturing--can dramatically improve the service areas of your business-including design,
engineering, sales, marketing and all processes in between.
Written by Pascal Dennis, a leading Lean consultant, the story follows Tom Pappas and Rachel Armstrong, senior leaders at a desperate automotive company as they try to implement a Lean management system across an entire
platform, the Chloe, a breakthrough "green" car. The future of the company is at stake. Can Tom and Rachel, supported by Andy Saito, a retired, reclusive Toyota executive, regain the trust and respect of the customer?
Can a venerable but dying company implement Lean practices to every part of their business and learn a new, more effective way of managing?
||The Toyota Way to Continuous Improvement
||Jeffrey K. Liker & James K. Franz
The Toyota Way to Continuous Improvement
Jeffrey K. Liker & James K. Franz
The large majority of organizations that have embarked on an operational excellence program through lean, six sigma, or lean six-sigma, have found the results at first positive, then reaching a plateau, and then going in
reverse. The Shingo Prize committee found that was true of too many of the past award winners. They concluded the difference between those who sustained the journey to excellence and those who did not was leadership
and culture. This prompted revising the award to focus more intensely on leadership and culture, rather than just the tools.
This book complements those efforts by providing a thorough treatment of the philosophy, thinking, and methods of a true culture of continuous improvement, and provides case examples of the journey. The Toyota Way was never
a process improvement methodology, but rather focuses on a long-term quest for excellence based on creating a system of processes that reveal problems so highly developed people with finally honed problem solving skills
can continually improve whatever they are responsible for. This culture of continuous improvement provides an army of process improvement experts in every part of the company who are then aligned through a shared company
vision. Separating out “lean processes” as a standalone endeavor does not make sense for any organization, and, in fact, treating lean and six sigma like a technical toolkit to fix processes is why most companies fail
to achieve true operational excellence.
This book is the result of decades of practice trying to help companies on their journeys. We start with some theory, focusing in what makes anybody excellent in anything (a sport, music, cooking, engineering), which is
a disciplined process of deep practice with teachers providing immediate feedback and guidance. We then draw on what Dr. Deming taught Toyota about becoming excellent which is to practice diligently Plan-Do-Check-Adjust
(PDCA) at all levels of the company all the time. We illustrate attempts to use this philosophy of teaching companies how to learn through case examples either we or our associates have led in diverse industries including
manufacturing heavy equipment, iron ore mining, developing fuel for nuclear power plants, designing next generation automotive systems, running millions of blood and tissue tests in a healthcare lab, running a long-term
care facility, and more. Throughout the book we have sensei (teacher) reflections from our guest sensei who led the transformations. We humbly (because we have failed as often as we have succeeded) end with what we
have learned about what works, and doesn’t, in attempting this ambitious transformation toward a culture of striving for excellence. The conclusion discusses practical issues like where to start, the role of the sensei
and the coach, how to expand the learning process, the role of leadership, and how to address the many barriers to progressing on the journey.
||The Toyota Way to Lean Leadership
||Jeffrey K. Liker & Gary Convis
The Toyota Way to Lean Leadership
Jeffrey K. Liker & Gary Convis
Since The Machine that Changed the World (1991) defined “lean production” (based on the model of the Toyota Production System) as the next new paradigm of management since the mass production revolution, lean has
spread from automotive, to the rest of industry globally, to defense, to financial services, to government, to health care, and more. As it expanded globally we have learned a great deal, both about what lean really
means within Toyota, and about factors that lead to success and failure in trying to bring it to other organizations. At a high level we can view the evolution from lean as a toolkit to eliminate waste, to lean as system
to deliver customer value, to lean as a philosophy of continuous improvement, and now we are moving into a new era. Lean, aka continuous improvement, is being recognized as a deep corporate philosophy that must be reinforced
daily by leadership at all levels of the organization. It is a way to connect operational excellence to a company’s business strategy, but this can only be achieved if both deep and broad in the organization team members
are constantly surfacing problems, finding the root cause (Plan), attempting countermeasures (Do), checking what happened, and acting on what they learned (PDCA).
The role of leadership in a lean organization, as detailed in The Toyota Way to Lean Leadership, is to live the values, show the way, and develop others through daily coaching. Organizations are increasingly discovering
the role of culture and leadership. Unfortunately, there is no quick-fix recipe to transform leaders from a short-term focus on quarterly returns to a long-term focus on developing people to achieve operational excellence.
The typical leader in the typical organization is almost 180 degrees away from a model of lean leadership. Changing values and leadership behavior is every bit as challenging as trying to convince overweight people
to change their lifestyle to healthy eating and regular exercise. They must want it badly and transform themselves. Leaders that succeed in changing themselves to lead, teach, and coach on the long-term journey to continuous
improvement throughout the organization will change the game in their industry.
In this book we define a model of lean leadership based on Gary’s 25 years of experience with NUMMI, Toyota, and then as CEO of Dana and Jeff’s 30 years of deep study of Toyota. We explain the model through stories from
our collective experiences and give practical advice for the long hard road leaders must commit to in order to truly self develop.
||Transforming Health Care: Virginia Mason Medical Center’s Pursuit of the Perfect Patient Experience
Transforming Health Care: Virginia Mason Medical Center’s Pursuit of the Perfect Patient Experience
The Virginia Mason Productions System is based on the Toyota Production System, a manufacturing approach Toyota has used for more than 50 years. Like Toyota, Virginia Mason’s experience is truly a journey in continuous
improvement. This book represents a snapshot in time describing Virginia Mason’s place on that path. Applying the manufacturing methodology to health care is difficult and, by its nature, evolves on a daily basis. Today,
a visitor to Virginia Mason may see processes or work flows that are different than what is described in this book. Some improvements, in fact, have not been spread to all corners of the organization. Other improvements
may not have been sustained simply because change is hard, and it takes people to ensure it is maintained. However, through a culture characterized by the rigorous and consistent application of the tools and methods
of VMPS, all processes and work flows ultimately will be more efficient, resulting in higher quality care and improved patient safety.
||Work That Makes Sense: Operator-Led Visuality
||Dr. Gwendolyn D. Galsworth
Work That Makes Sense: Operator-Led Visuality
Dr. Gwendolyn D. Galsworth
Work That Makes Sense is Gwendolyn Galsworth's eagerly-awaited book on how to implement, coach, support, and sustain visual inventiveness on the operator-level. The result? A 15% to 30% gain in productivity and a spirited,
engaged, and aligned work culture.
||Toyota Under Fire: Lessons for Turning Crisis into Opportunity
||Jeffrey K. Liker & Timothy N. Ogden
Toyota Under Fire: Lessons for Turning Crisis into Opportunity
Jeffrey K. Liker & Timothy N. Ogden
Toyota Under Fire takes you beyond the headlines and into the offices and factories of Toyota to reveal the truth behind the company's highly publicized and controversial recall of over 10 million vehicles.
Jeffrey Liker, the world's leading expert on Toyota processes and culture, was granted unprecedented access to the company's systems and people. The end result is the most comprehensive account available of what really
precipitated the crisis, and how Toyota management met the ensuing challenges to come out stronger-lessons that can be applied to any management crisis in any industry.
||Stories From My Sensei: Two Decades of Lessons Learned Implementing Toyota-Style Systems
Stories From My Sensei: Two Decades of Lessons Learned Implementing Toyota-Style Systems
In the tradition of Taoist philosophers and Zen masters, Steve Hoeft tells the stories he learned from his Toyota Production System (TPS) master teachers. Sometimes enigmatic, sometimes funny, but always powerful and enlightening,
these stories of continuous improvement and Lean implementation are organized around the Toyota House framework. After covering historical and foundational aspects of TPS, the stories go on to illustrate a wealth of
essential topics encompassing the timeless, unchanging principles of Just-In-Time, Built in Quality, and Respect for People, and delves into specifics on many tools like kanban, Quick Changeover, and A3 Problem Solving.
More than entertainment, the telling of stories is a way that human wisdom is handed from one generation to the next. It is a gentle but memorable way to learn the lessons of failure without suffering the personal pain
of misdirected efforts; a way to find the best path without having to personally experience hundreds of dead-end journeys. It is a way to gain understanding that goes deeper than definitions.
||Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results
Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results
Toyota Kata defines management as, “the systematic pursuit of desired conditions by utilizing human capabilities in a concerted way.” Rother proposes that it is not solutions themselves that provide sustained competitive
advantage and long-term survival, but the degree to which an organization has mastered an effective routine for developing fitting solutions again and again, along unpredictable paths. This requires teaching the skills
behind the solution.
In this management approach a primary job of leaders and managers is to develop people so that desired results can be achieved. They do this by having the organization members (leaders and managers included) deliberately
practice a routine, or kata, that develops and channels their creative abilities. Kata are patterns that are practiced so they become second nature, and were originally movement sequences in martial arts.
Toyota Kata submits that the improvement-kata pattern of thinking and behavior is universal; applicable not only in business but in education, politics, daily living, etc.. The book’s underlying message is that
when people practice and learn a kata for how to proceed through unclear territory, they don't need to fear the obstacles, changes and unknowns they encounter. Rather than trying to hold onto a sense of certainty based
on one's perspective, people can derive confidence from a kata for working through uncertainty.
||Lean IT: Enabling and Sustaining your Lean Transformation
||Steven C. Bell & Michael A. Orzen
Lean IT: Enabling and Sustaining your Lean Transformation
Steven C. Bell & Micheal A. Orzen
Information Technology is supposed to enable business performance and innovation, improve service levels, manage change, and maintain quality and stability, all while steadily reducing operating costs. Yet when an enterprise
begins a Lean transformation, too often the IT department is either left out or viewed as an obstacle. What is to be done? Lean IT shares practical tips, examples, and case studies to help you establish a culture of
continuous improvement to deliver IT operational excellence and business value to your organization.
||Toast: Value Stream Mapping Video
Toast: Value Stream Mapping Video
In 2004, GBMP released Toast Kaizen, a short video to demonstrate the importance of direct observation in continuous improvement. It is now used around the world (in 14 languages) to help explain the true meaning of Kaizen.
In reality, as viewers observe the 2004 toast-making process, they are witnessing an already improved process, one where much Muda, Mura and Muri have already been remove as the modern-day kitchen is fairly well organized
already. But this is not so in most other endeavors.
According to Bruce Hamilton (the Toast Guy), “If our kitchens were organized the same way as our factories, offices and clinics, then the refrigerator would be in basement, the toaster would be in the attic and the bread
would be stored anywhere there was an open space. We would be making huge batches of toast that spent most of their existence being moved and stored. And we’d see isolated departments that each added a little bit of
value and a whole lot of waste, working out of sync, rarely communicating and often displeasing the customer.. Just like most business environments.”
So, watching "Toast Kaizen", it’s easy to separate the wastes from the work, and in doing so make the whole job easier, better, faster and cheaper. But what if the process is not self-contained as in a kitchen. What if
the process is laid out like most factories and offices? Then those material, information and production flows would be spread out all over into functional areas that would hide most of the waste. In fact, almost none
of us see the whole process in our daily work, just the little piece we do ourselves. So now, GBMP offers "Toast VSM", a 2009 sequel to the original - a DVD no Lean Training Library should be without.
||Follow the Learner
||Dr. Sami Bahri
Follow the Learner
Dr. Sami Bahri
In his book, Follow the Learner: The Role of a Leader in Creating a Lean Culture, Dr. Sami Bahri describes how he and the staff in his dental practice tackled each of these questions. The book describes how their
organization, the Bahri Dental Group, transformed their work and their thinking from a traditional batch-and-queue approach to one focused directly on the needs of the patient, not on the needs of the practitioners.
The purpose of Follow the Leader is to present a picture of how any organization can build a culture based on lean principles and tools. Why tell a story about a dental practice? First, everyone has been to the dentist.
Every reader has a common frame of reference and therefore has experienced the processes and problems Dr. Bahri describes. Second, he happens to be one of the most dedicated and knowledgeable lean thinkers and practitioners
in any field. Follow the Learner provides a glimpse into what it means to become a lean learning organization and a leadership model for continuously improving it. People at all levels of lean experience in any type
of organization will be able to read this book and better understand the universal application of both lean methods and leadership practices.
||The Lean Manager
||Michael and Freddy Ballé
The Lean Manager
Michael and Freddy Ballé
The Lean Manager: A Novel of Lean Transformation reveals how individuals can go beyond the short-term gains from tools and realize a deeper, sustainable path of improvement. The Lean Manager, the sequel to the
Balles' international best-selling business novel The Gold Mine, tells the compelling story of plant manager Andrew Ward as he goes through the challenging but rewarding journey to becoming a lean manager. Ward learns
to use a deep understanding of lean tools, as well as a technical know-how of his plant's operations, to foster a lean attitude that sustains continuous improvement. Ward moves beyond fluency with tools to changing
his behavior as a manager and leader. He shifts from giving orders and answers to asking the right questions so people identify and address problems. He learns how to use tools to unleash the creativity and motivation
of people, so they learn how to solve problems as well as coach and teach others to solve problems. Ward learns how to create lean managers.
||Lean Enablers for Systems Engineering
||Bohdan W. Oppenheim, Earll M. Murrnan, Deborah A. Secor
Lean Enablers for Systems Engineering
Bohdan W. Oppenheim, Earll M. Murrnan, Deborah A. Secor
Systems Engineering (SE) is regarded as a sound practice but often burdened with waste, as documented in recent NASA, Government Accountability Office (GAO) and Department of Defense (DoD) studies. Lean thinking is the
holistic work system credited for the extraordinary rise of Toyota. Lean thinking has been successfully applied in many work fields such as general manufacturing, aerospace. engineering, healthcare, service industries.
The emerging field of Lean Systems Engineering (LSE) is the application of lean principles, practices and tools to SE and to the related aspects of enterprise management (EM) in order to enhance the delivery of value
(which is defined as flawless delivery of product or mission with satisfaction of all stakeholders) while reducing waste.This paper contains four parts: 1) Historical background of the new field of LSE and a review
of the fundamental concepts of Lean Thinking. 2) The development process of a new product called "Lean Enablers for Systems Engineering." 3) A list of the Enablers organized into six Lean principles. 4) Summary and
conclusions. The Lean Enablers for Systems Engineering is a comprehensive checklist of 194 non-mandatory practices and recommendations forillulated as "do's" and "don'ts" of SE and containing tacit knowledge (collective
wisdom) on how to prepare for, plan, execute, and practice SE and EM using lean thinking.
||Breaking Through to Flow
Breaking Through To Flow
Breaking Through to Flow helps practitioners go beyond the fire-fighting associated with constant change. There is a lot more to lean than simply eliminating waste from current processes. This workbook introduces
a new pathway that is helping many organizations overcome this hurdle and launch them on to the next phase of their lean journey – breaking through to flow. The workbook describes how it is possible to move step-by-step
toward leveled production and later on to produce in-line with customer demand. Breaking Through to Flow also introduces a tool and management system, called the Glenday Sieve, which enables organizations to quickly
create a stable flow and replenishment pull system for the few products that account for a significant part of their output, while managing separately the tail of build-to-order products with low volume and unpredictable
demand. This pathway will help people make a fundamental change in their thinking and working that is at the heart of lean – moving from batch to flow logic.