Matthew May — The Lean Learning Loop Canvas
Lean Learning Loops combine the scientific problem-solving methodology used by Toyota with the tactical cycles employed by military fighter pilots and the entrepreneurial focus of the “Lean Startup” movement. Exploiting the lean mindset of banishing waste and applied in efforts to develop and launch innovative new ideas, Lean Loops can wreak a devastating and disruptive effect on markets and competitors.
Why isn't Lean Working? - with Jamie Parker
Mike Wroblewski - Visual Management: What Good Looks Like
Mark Graban - Putting the Continuous Back Into Continuous Improvement
Mark Graban - Using SPC to Make Better Management Decisions
Mike Wroblewski - A Day in the Life of a Lean Supervisor
Dan Markovitz - A Factory of One
Bob Emiliani - A Leader's Role in Lean Success
Mark Hamel - Kaizen: From System to Principle Driven (Part 1)
Bob Emiliani - Lean for Higher Education
Mike Micklewright - The Relationship Between Dr. Deming's and Toyota Way's Principles
Mark Graban & Gregory Jacobson - A Doctor's Perspective on Kaizen in Healthcare
Matthew May - The Laws of Subtraction
Mark Graban - Stories of the Eight Types of Waste in Healthcare
Mark Graban and Gregory Jacobson - Leadership Behaviors
Steve Kane - Accountability Through Visual Management
Michael Lombard - 10 Lessons from Practicing Toyota Kata
Karen Martin - Value Stream Mapping: From Tool to Management Practice
Matthew May - The Lean Learning Loop Canvas
Next VideoMark Graban and Gregory Jacobson - Congratulations! You Have Lots of Employee Ideas! Now What?
Matthew May - The Play-To-Win Strategy Formulation Canvas
Steven Kane - Employee Engagement Through Autonomous Teams
Robert Hafey - Lean Safety: The Safe Path to Lean
Richard Sheridan - Build a Workplace People Love by Adding Joy
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Next Video Mark Graban and Gregory Jacobson — Congratulations! You Have Lots of Employee Ideas! Now What?
Many Lean or Kaizen initiatives are focused on getting front-line employees to identify problems or opportunities for improvement, along with a potential idea or countermeasure. Some managers, unfortunately, think their employees won’t have many good ideas. This is hardly ever the case! Your employees have a lot of great ideas.