School of Lean Full Video List

  1. Introductory Topics

    1. Introduction To Lean
    2. Ten Commandments of Continuous Improvement
    3. Developing Strategies to Sustain Operational Excellence
  2. 5S

  3. 5S Workplace Productivity

    1. 5S Overview
    2. Why Practice 5S at FedEx Office? - Desk
    3. Why Practice 5S at FedEx Office? - Closet
    4. How to Approach 5S (and any other Lean concept)
    5. Sort
    6. Red Tagging
    7. FedEx Office Sort & Red Tagging - Desk
    8. FedEx Office Sort & Red Tagging - Closet
    9. Straighten
    10. FedEx Office Straightening - Desk
    11. FedEx Office Straightening - Closet
    12. Sweep (Shine)
    13. Standardize
    14. Sustain
    15. FedEx Office Conclusion - Desk
    16. FedEx Office Conclusion - Closet
    17. 5S Numbers Game
    18. Skills Matrix
    19. The Letter Factory
    20. 5S Action Guide
  4. 5S in the Factory and the Warehouse

    1. Introduction to 5S in the Factory and the Warehouse
    2. 5S and Workplace Organization at FastCap
    3. 5S and Workplace Organization at Vermeer
    4. Red Tagging in the Stockroom at the City of Grand Rapids
    5. A Place for Everything at In The Ditch
    6. Lean Warehouse Tour at the City of Grand Rapids
    7. Using a 5S Audit Checklist at the City of Grand Rapids
    8. A Point of Use Shadow Board at Specialty Silicone Fabricators
    9. A Rolling Tool Cart at Specialty Silicone Fabricators
    10. 5S Auditing at Techno Aerospace
    11. 5S with a Shop Floor Team at Techno Aerospace
    12. 5S in the Stockroom Receiving Dock at the City of Grand Rapids
    13. A Place for Everything at Daman Products
    14. Introducing Lean to Employees Through a 5S Kaizen Event at the City of Grand Rapids
    15. Setting Up a New Work Cell at In The Ditch
    16. Empowering People to Create Paradise at In The Ditch
    17. How In The Ditch Applies Lean to Shipping and Receiving
    18. Point of Use Storage at a Dolly Assembly Cell at In The Ditch
    19. Using Imagination to Improve at Fireblast Global
  5. 5S in the Office

    1. Introduction to 5S in the Office
    2. Using 5S to Organize a Desk at FedEx Office
    3. Using 5S to Organize a Closet at FedEx Office
    4. Sorting and Red Tagging a Desk at FedEx Office
    5. Sorting and Red Tagging a Closet at FedEx Office
    6. Straightening a Desk at FedEx Office
    7. Straightening a Closet at FedEx Office
    8. The End Result: Shining, Standardizing, and Sustaining a Desk at FedEx Office
    9. The End Result: Shining, Standardizing, and Sustaining a Closet at FedEx Office
    10. 5S Auditing at Techno Aerospace
    11. How to Apply 5S to Knowledge Work
  6. Seven Deadly Wastes

  7. Dealing With the Seven Deadly Wastes

    1. Seven Wastes Overview
    2. Stand in the Circle
    3. Waste of Defects
    4. Waste of Inventory
    5. Waste of Processing
    6. Waste of Waiting
    7. Waste of Motion
    8. Waste of Transportation
    9. How to Draw a Spaghetti Diagram
    10. Waste of Overproduction
    11. The 8th Waste
    12. Seven Deadly Wastes Action Guide
  8. The Eight Types of Waste in Healthcare

    1. The Eight Types of Waste in Healthcare: Introduction
    2. The Purpose of Lean in Healthcare
    3. What Do We Mean by “The 8 Wastes" in Healthcare?
    4. Defining Value in Healthcare
    5. The Wastes of Motion, Waiting, and Human Potential in a Surgical Suite
    6. Patient Harm as a System Defect
    7. The Wastes of Inventory, Transportation, and Overproduction in Healthcare
    8. Meaningful 5S in a Children’s Hospital Radiology and MRI Suite
    9. The Aim of Healthcare as a System
    10. Audience Q&A - How Do You Start a Lean Transformation?
    11. Audience Q&A- How Will Lean Methods Impact HCAHPS Scores?
    12. Audience Q&A - What is the Appropriate Number of Inventory Turns for a Hospital Store Room?
    13. Audience Q&A - How Can Lean Improve Discharge Planning in a Hospital?
    14. Mark Graban - Stories of the Eight Types of Waste in Healthcare
  9. The Kaizen Way

    1. Kaizen Overview
    2. The Kaizen Event
    3. Kaizen Success Story
    4. Real Life Kaizen
    5. System vs. Point Kaizen
    6. Kaizen Event Roles
    7. Preparing for the Kaizen Event
    8. The Kaizen Event Week
    9. Post Kaizen Event Activities
    10. Simple Kaizen Part 1
    11. Simple Kaizen Part 2
    12. The Kaizen Coach
    13. D.L. Martin Kaizen Event Summary
    14. Kaizen Way Action Guide
  10. Transforming Your Value Streams

    1. Value Stream Overview
    2. Product Family Selection
    3. VSM Shapes & Icons
    4. Calculating Takt Time
    5. Current State Part 1
    6. Current State Part 2
    7. Continuous Flow
    8. Balancing Cycle Time & Takt Time
    9. Downstream Pull
    10. Production Leveling
    11. The Future State - 1
    12. The Future State - 2
    13. Transactional or Office Value Stream Mapping
    14. Value Stream Mapping Resources
    15. One Piece Flow Simulation
    16. Transactional Detailed Process Mapping - 1
    17. Transactional Detailed Process Mapping - 2
    18. Value Stream Action Guide
  11. Practical Problem Solving

    1. PPS Overview
    2. PDCA
    3. Treetop, Inc.
    4. Step 1: Clarify the Problem
    5. Introduction to SigmaXL
    6. Creating Pareto Charts with SigmaXL
    7. Creating Run Charts with SigmaXL
    8. Creating Control Charts with SigmaXL
    9. Step 2: Break Down the Problem
    10. Creating Dot Plots with SigmaXL
    11. Step 3: Set a Target
    12. Step 4: Analyze Root Causes
    13. Fishbone Diagram Explained
    14. Five Why Explained
    15. Treetop Gets to the Root Causes
    16. Creating Scatter Plots with Sigma XL
    17. Step 5: Develop Countermeasures
    18. Step 6: See Countermeasures Through
    19. Step 7: Evaluate the Process and Results
    20. Step 8: Standardize Success and Learn from Failures
    21. PPS Action Guide
  12. Workplace Visualization

    1. Visual Management Overview
    2. The 7 Steps to Visual Management
    3. Visual Management Example, Zingerman's Mail Order
    4. Visual Management Example, In The Ditch Towing Products
    5. Visual Management Example, Franciscan Health
  13. Toyota Kata

  14. Toyota Kata - Practice Makes Progress

    1. Toyota Kata Overview
    2. The Marshmallow Challenge Icebreaker
    3. Lean and Organizational Culture
    4. Leaders Are Teachers
    5. What Learning Looks Like
    6. What Does a Continuous Improvement Culture Look Like?
    7. The Improvement Kata: A Model for Scientific Thinking
    8. How People Learn & Develop New Skills
    9. The Backwards Bike: Learning to Unlearn
    10. The Coaching Kata: A Routine for Learning to Coach the Improvement Kata
    11. The "Five Questions" Card
    12. The Toyota Kata Hypothesis
    13. Practicing the Improvement Kata with Dominoes
    14. Dominos, LLC - Rounds 1 & 2
    15. Dominos, LLC - Round 3
    16. Improvement Kata Step 1: Understand the Direction and Challenge
    17. Improvement Kata Step 2: Grasp the Current Condition
    18. The 5 Steps to Grasping the Current Condition
    19. How to Create a Block Diagram
    20. How to Create a Run Chart
    21. How to Measure Process Times & Cycles
    22. Additional Tips for Creating Run Charts
    23. How to Determine Equipment Capacity & Number of People Required
    24. Improvement Kata Step 3: Establish the Next Target Condition
    25. Creating Your First Dominos Target Condition
    26. Identifying Obstacles
    27. Improvement Kata Step 4: Experiment Against Obstacles
    28. How to Use the Experiment Record
    29. Introducing the Coaching Cycle
    30. Storyboards and the Coaching Cycle Part 1
    31. What Did We Learn?
    32. Lean in 10 Words
    33. Running Experiments
    34. Reviewing the Kata Mechanism
    35. Practicing the Coaching Cycle Part 2
    36. Going to Gemba Part 1
    37. Going to Gemba Part 2
    38. Going to Gemba Part 3
    39. Going to Gemba Part 4
    40. Going to Gemba Part 5
    41. Going to Gemba Part 6
    42. Toyota Kata Resources
  15. Kata in the Classroom

    1. Kata in the Classroom with Mike Rother
    2. Run Your Own Kata in the Classroom
  16. The Seven Quality Control Tools

    1. 7QC Overview
    2. QC Tool 1: The Graph
    3. Bar Charts
    4. Broken Line Graphs
    5. Pie Charts
    6. Band Graphs
    7. Radar Charts
    8. QC Tool 2: The Check Sheet
    9. QC Tool 3: The Pareto Chart
    10. Creating a Pareto Chart in Sigma XL
    11. QC Tool 4: The Cause & Effect Diagram
    12. Basic Statistics
    13. Measures of Central Tendency
    14. Measures of Dispersion
    15. Generating Descriptive Statistics
    16. QC Tool 5: The Scatter Diagram
    17. Creating Scatter Diagrams and Regression Statistics
    18. QC Tool 6: The Histogram
    19. Calculating Cp and Cpk
    20. Creating Histograms & Cp / Cpk Statistics
    21. QC Tool 7: The Control Chart
    22. Creating Control Charts in Sigma XL
    23. MSA Overview
    24. The Attribute Data MSA
    25. Attribute Data MSA Analysis in SigmaXL
    26. The Variable Data MSA
    27. Variable Data MSA Analysis in SigmaXL
    28. Seven QC Tools Action Guide
  17. A3 Thinking

    1. A3 Thinking Overview
    2. Revisiting the Big Problem at Treetop
    3. Using the A3 Report at Treetop
    4. Leveraging A3s During Strategic Planning
    5. A3 Report Examples
    6. The Proposal A3
    7. Chris Schrandt on A3 Thinking
    8. Chris Schrandt Interview
    9. Practical A3 Tips and Advice
  18. Just-In-Time

    1. JIT Introduction
    2. JIT Pays - Part 1
    3. JIT Pays - Part 2
    4. JIT Pays - Part 3
    5. JIT in Action - Part 1
    6. JIT in Action - Part 2
    7. JIT Technologies - Part 1
    8. JIT Technologies - Part 2
    9. JIT Technologies - Part 3
    10. JIT Technologies - Part 4
    11. JIT Technologies - Part 5
    12. JIT Technologies - Part 6
  19. Kanban

    1. Kanban Overview
    2. 2 Card Kanban System
    3. 2 Card Kanban Calculations
    4. Kanban in Batch Production
    5. Calculating Signal Kanban Quantities
    6. The 6 Kanban Prerequisites
    7. The 6 Golden Rules of Kanban
    8. One Piece Flow Simulation
  20. Quick Changeover - The SMED System

    1. Quick Changeover Overview
    2. The 8 Steps to Quick Changeover
    3. How To Use Quick Changeover in Non-Manufacturing Environments
    4. The Changeover Before Improvements
    5. Step 1 - Document Reality
    6. Step 2 - Separate Internal And External Tasks
    7. Step 3 - Shift Internal to External Activities
    8. Steps 4 & 5 - Streamline External Tasks and Identify Parallel Tasks
    9. Step 6 - Streamline Internal Tasks
    10. Steps 7 & 8 - Practice New and Improved Setup and Document New Standard
    11. The Changeover After Improvements
    12. Mike Wroblewski Interview
  21. Standard Work

    1. Standardization
    2. Prerequisites
    3. Introduction to Standard Work
    4. 3 Elements
    5. Process Capacity Tool
    6. Standard Work Combination Sheet
    7. Standard Work Sheet
    8. Standard Work Instruction Sheet
    9. Standard WIP
    10. Lead Time
    11. Time Observation Sheet
    12. How to Draw a Pig
    13. Step by Step
    14. Mixed Model Standard Work Introduction
    15. Mixed Model - Balance Work Among Operators
    16. Mixed Model - Balance Cycle & Takt Time
    17. Mixed Model - The Yamazumi Chart
    18. Mixed Model - Creating Combination Sheets
    19. Transactional Standard Work
    20. Jon Miller on Standard Work
  22. Built-In-Quality

    1. Introduction to Built in Quality
    2. Definition of Built in Quality
    3. Key Paradigms
    4. Five Levels of Quality
    5. Prevention, Jidoka, Detection
    6. Organization and Poka Yoke
    7. Andons
    8. Quality Gates
    9. Supporting Tools
    10. Problem Solving Fundamentals
    11. SMART Goals
    12. A3 and Wrap Up
  23. 3P Production Preparation Process

    1. 3P Overview
    2. Who is Our Customer?
    3. The 7 Flows of Healthcare
    4. The 3P Steps
    5. Collecting Data
    6. Collaborative Care
    7. Examples from Nature
    8. Moonshining
    9. Mockups
    10. Gap Analysis
    11. 3P Wrap-Up
  24. Total Productive Maintenance

    1. TPM Overview
    2. Introduction to TPM
    3. Are You Neglecting Your Equipment?
    4. 6 Big Losses & OEE
    5. The 4 TPM Phases
    6. Autonomous Maintenance
    7. Planning, Spare Parts, & Training
  25. Gemba Glossary

    1. 5S
    2. Seven Wastes (7W)
    3. What does "Gemba" mean?
    4. 5 Why
    5. Value Stream
    6. Value Stream Mapping
  26. Lean Lingo Explained

    1. Kaizen
    2. Muda
    3. Muri
    4. Gemba
    5. Jidoka
    6. Hansei
    7. Hoshin Kanri
    8. Poka Yoke
    9. Kanban
    10. Heijunka
    11. Toyota, Honda, and Mazda
    12. Should We Use Japanese Terms?
  27. Culture of Kaizen

    1. Culture of Kaizen Overview
    2. Respect for Humanity
    3. Brain Chemistry & Its Impact on Human Performance
    4. Reducing Social Threats to Enable Continuous Improvement
    5. Habits & How They Shape Organizational Culture
    6. Continuously Improving Habits
    7. Characteristics of the Kaizen Leader
    8. Motivation for Continuous Improvement
    9. Modes of Persuasion
    10. Leading Yourself
    11. Additional Culture of Kaizen Learning Resources
  28. Masaaki Imai on Gemba Kaizen and Lean

    1. Introduction to Masaaki Imai on Gemba Kaizen and Lean
    2. The Three Requirements for Embracing Kaizen and Lean
    3. Flow, Synchronization, and Leveling (FSL)
    4. Management Involvement vs. Management Commitment
    5. How Kaizen Leads to Lean and Green
    6. What Is Management?
    7. What Is Gemba?
    8. Stand in the Circle on the Gemba
    9. Growing Up on the Gemba
    10. 5s Is the Starting Point of Kaizen
    11. The Lean Roadmap & The Christopher Columbus School of Business
    12. Full Masaaki Imai on Gemba Kaizen and Lean Course
  29. Leader Standard Work

    1. Introduction to Leader Standard Work
    2. How We Learn to Be Leaders
    3. The Role of a Lean Leader
    4. What Is a Lean Management System?
    5. Lean Management and Process Focus
    6. What Is Leader Standard Work?
    7. What Does Your Typical Day Look Like?
    8. How to Create Leader Standard Work
    9. Example Role Play of Leader Standard Work Coaching
    10. Tips for Coaching Through Leader Standard Work
    11. How Visual Controls Support Leader Standard Work
    12. Processes Confirmation with a Kamishibai System
    13. Daily Accountability Through Huddle Meetings
  30. Hoshin Planning

    1. Hoshin Planning Overview
    2. The Mission Statement
    3. Values and Metrics
    4. The Vision
    5. Treetop Mission, Values, & Vision
    6. Breakthrough Objectives
    7. Annual Objectives
    8. Catchball
    9. Hoshin review
    10. Problem Solving
    11. Reflection & Organizational Learning
  31. TWI - Training Within Industry

  32. Job Instruction (JI) For Facilitators

    1. Day 1: Job Instruction Overview
    2. Day 1: Welcome & Intros (Classroom)
    3. Day 1: JI Overview Video Discussion (Classroom)
    4. Day 1: 5 Needs of a Supervisor
    5. Day 1: 5 Needs of a Supervisor Video Discussion (Classroom)
    6. Day 1: Faulty Instruction
    7. Day 1: How to Tie the Fire Underwriters' Knot (Studio)
    8. Day 1: Showing & Telling Alone Demonstration (Classroom)
    9. Day 1: Correct Instruction
    10. Day 1: Teaching the Fire Underwriters' Knot Using the 4-step JI Process (Classroom)
    11. Day 1: How to Instruct Card
    12. Day 1: Day 1 Review & Wrap-up (Classroom)
    13. Day 1: Introduce Pluses & Deltas (Classroom)
    14. Day 2: Welcome to Day 2, Pluses & Deltas (Classroom)
    15. Day 2: Day 2 Introduction
    16. Day 2: Jamie's First Attempt at Teaching How to H-Tape a Box (Classroom)
    17. Day 2: Instruction Demonstration Review - Part 1
    18. Day 2: Class Feedback to Jamie's First Attempt at JI Process (Classroom)
    19. Day 2: Instruction Demonstration Review - Part 2
    20. Day 2: Martyna's First Attempt at Teaching How to Add a Webex (Classroom)
    21. Day 2: Instruction Demonstration Review - Part 3
    22. Day 2: Class Feedback to Martyna's First Attempt at JI Process (Classroom)
    23. Day 2: Instruction Demonstration Review
    24. Day 2: Job Breakdown Sheet
    25. Day 2: Breaking Down the Job
    26. Day 2: Breaking Down the Fire Underwriters' Knot on Whiteboard
    27. Day 2: Breaking Down the Job - Time to Practice
    28. Day 2: Breaking Down Jamie's Job of H-Taping a Box (Classroom)
    29. Day 2: Breaking Down Martyna's Job of Adding a Webex (Classroom)
    30. Day 2: Have Everything Ready
    31. Day 2: Parking Lot Review (Classroom)
    32. Day 2: Day 2 Summary
    33. Day 2: Discussion of Day 2 Summary Video (Classroom)
    34. Day 3: Day 2 Review (Classroom)
    35. Day 3: Training Timetable
    36. Day 3: How to Ask Open Ended Questions During JI Feedback Sessions (Classroom)
    37. Day 3: Practice Instruction
    38. Day 3: Breaking Down the Job of Adding a Hyperlink - Important Steps (Classroom)
    39. Day 3: Breaking Down the Job of Adding a Hyperlink - Key Points & Reasons (Classroom)
    40. Day 3: Day 3 Summary
    41. Day 4: Reinforcing Knowledge
    42. Day 4: Training Timetable Class Exercise (Classroom)
    43. Day 4: Training Timetable Discussion (Classroom)
    44. Day 4: Practice Instruction
    45. Day 4: Cait's First Attempt at Teaching How to Insert Hearing Protection (Classroom)
    46. Day 4: Class Feedback to Cait's First Attempt at JI Process (Classroom)
    47. Day 4: Special Problems
    48. Day 4: Discussion of Special Problems Video (Classroom)
    49. Day 4: Gary's First Attempt at Teaching How to Build a Job Packet (Classroom)
    50. Day 4: Class Feedback to Gary's First Attempt at JI Process (Classroom)
    51. Day 4: Jamie's Second Attempt at Teaching How to H-Tape a Box (Classroom)
    52. Day 4: Class Feedback to Jamie's Second Attempt at JI Process (Classroom)
    53. Day 4: Breaking Down the Job of Inserting Hearing Protection (Classroom)
    54. Day 4: Day 4 Summary
    55. Day 5: Practice Instruction
    56. Day 5: Jessica's First Attempt at Teaching Someone to Update a Training Timeline Tracker (Classroom)
    57. Day 5: Class Feedback to Jessica's First Attempt at JI Process (Classroom)
    58. Day 5: Martyna's Second Attempt at Adding a Webex (Classroom)
    59. Day 5: Class Feedback to Martyna's Second Attempt at JI Process (Classroom)
    60. Day 5: Cait's Second Attempt at Teaching How to Insert Hearing Protection (Classroom)
    61. Day 5: Class Feedback to Cait's Second Attempt at Using the JI Process (Classroom)
    62. Day 5: Leslie's First Attempt at Teaching How to Insert Hearing Protection (Classroom)
    63. Day 5: Class Feedback to Leslie's First Attempt at JI Process (Classroom)
    64. Day 5: Breaking Down the Job of How to Build a Job Packet (Classroom)
    65. Day 5: Rolling Out JI
    66. Day 5: Discussion on How to Roll out JI video - Part 1 (Classroom)
    67. Day 5: Discussion on How to Roll out JI video - Part 2 (Classroom)
    68. TWI Overview
  33. Job Instruction (JI) For Learners

    1. Day 1: Job Instruction Overview
    2. Day 1: 5 Needs of a Supervisor
    3. Day 1: Faulty Instruction
    4. Day 1: Correct Instruction
    5. Day 1: Teaching the Fire Underwriters' Knot Using the 4-step JI Process (Classroom)
    6. Day 1: How to Instruct Card
    7. Day 2: Day 2 Introduction
    8. Day 2: Instruction Demonstration Review
    9. Day 2: Job Breakdown Sheet
    10. Day 2: Breaking Down the Job
    11. Day 2: Breaking Down the Fire Underwriters' Knot on Whiteboard
    12. Day 2: Breaking Down the Job - Time to Practice
    13. Day 2: Have Everything Ready
    14. Day 2: Day 2 Summary
    15. Day 3: Training Timetable
    16. Day 3: Practice Instruction
    17. Day 3: Day 3 Summary
    18. Day 4: Reinforcing Knowledge
    19. Day 4: Practice Instruction
    20. Day 4: Special Problems
    21. Day 4: Day 4 Summary
    22. Day 5: Practice Instruction
    23. Day 5: Rolling Out JI
    24. TWI Overview
  34. Job Relations (JR) for Facilitators

    1. Day 1: Job Relations Overview
    2. Day 1: Discuss the Supervisor's 5 Needs
    3. Day 1: Describe Supervisor's Problems as Regards to Job Relations
    4. Day 1: A Supervisor Meets Their Needs Through Relationships with People
    5. Day 1: Present the Foundations
    6. Day 1: Develop the Individual Chart
    7. Day 1: Define a Problem
    8. Day 1: Introduce the TWI Method
    9. Day 1: Summarize the 4-Step Job Relations Method
    10. Day 1: The Foundations For Good Relations
    11. Day 1: How Problems Come Up
    12. Day 1: Different Types of Problems Supervisors Face
    13. Day 2: Review the 4-Step JR Method
    14. Day 2: Using JR: The Tom Problem
    15. Day 2: Opinions and Feelings are Hard to Get
    16. Day 2: The Standard Procedure
    17. Day 2: Using JR: The Tom Problem (Classroom)
    18. Day 2: Using JR: Standardized Work Challenges (Classroom)
    19. Day 2: Using JR: Military Case Study (Classroom)
    20. Day 3: Review the 4-step JR Method
    21. Day 3: Using JR: The Jackie Story (Classroom)
    22. Day 3: Using JR: 5S Problems (Classroom)
    23. Day 3: Using JR: Not Coming Back from Breaks On Time (Classroom)
    24. Day 4: Using JR: Personal Use (Classroom)
    25. Day 4: Taking Preventive Action and Checking Results
    26. Day 4: Using JR: The Carol Story (Classroom)
    27. Day 4: Using JR: Sleeping on the Job (Classroom)
    28. Day 4: Using JR: Problems at the Boys & Girls Club (Classroom)
    29. Day 5: Deep Review of the 4-step Method
    30. Day 5: Advantages the JR Method Brings to Supervisors
    31. Day 5: The Importance of Supervisors
    32. Day 5: Using JR: Problems with Marching Band Moms (Classroom)
    33. Day 5: Using JR: Challenges During the Hiring Process (Classroom)
  35. Job Relations (JR) for Learners

    1. Day 1: Job Relations Overview
    2. Day 1: Discuss the Supervisor's 5 Needs
    3. Day 1: Describe Supervisor's Problems as Regards to Job Relations
    4. Day 1: A Supervisor Meets Their Needs Through Relationships with People
    5. Day 1: Present the Foundations
    6. Day 1: Develop the Individual Chart
    7. Day 1: Define a Problem
    8. Day 1: Introduce the TWI Method
    9. Day 1: Summarize the 4-Step Job Relations Method
    10. Day 1: How Problems Come Up
    11. Day 1: Different Types of Problems Supervisors Face
    12. Day 2: Review the 4-Step JR Method
    13. Day 2: Using JR: The Tom Problem
    14. Day 2: Opinions and Feelings are Hard to Get
    15. Day 2: The Standard Procedure
    16. Day 3: Review the 4-step JR Method
    17. Day 3: Weighing And Deciding And The Use Of Classroom Examples
    18. Day 4: Taking Preventive Action and Checking Results
    19. Day 5: Deep Review of the 4-step Method
    20. Day 5: Advantages the JR Method Brings to Supervisors
    21. Day 5: The Importance of Supervisors
  36. Job Methods (JM)

    1. Day 1: Job Methods Overview
    2. Day 1: Improving Job Methods
    3. Day 1: The Use of Job Demonstration
    4. Day 1: Demonstrate the Present Method
    5. Day 1: Demonstrate the Proposed Method
    6. Day 1: Step 1 - Break Down the Job
    7. Day 1: Step 2 - Question Every Detail
    8. Day 1: Using the Breakdown Method
    9. Day 1: Step 3 - Develop the New Method
    10. Day 1: Step 4 - Apply the New Method
    11. Day 1: How to Use the Job Methods Plan Discussion
    12. Day 1: Resistance and Resentment
    13. Day 2: Introduction
    14. Day 2: Review the 4 Steps of the Job Methods Plan
    15. Day 2: Review and Preparation for Practice Demonstration
    16. Day 2: Practice Demonstration Example 1 - Present Method
    17. Day 2: Practice Demonstration Example 1 - Develop New Method
    18. Day 2: Practice Demonstration Example 1 - Proposed New Method
    19. Day 2: Practice Demonstration Example 1 - Job Breakdown
    20. Day 2: The Proposal Sheet
    21. Day 3: Review the 4 Steps
    22. Day 3: Practice Demonstration Example 2 - Present Method
    23. Day 3: Practice Demonstration Example 2 - Develop and Propose New Method
    24. Day 3: Practice Demonstration Example 2 - Job Breakdown
    25. Day 3 Conclusion
  37. Lean Accounting

  38. Lean Accounting Fundamentals

    1. Introduction to Lean Accounting
    2. Accounting Basics
    3. Value Stream Costing - Part 1
    4. Value Stream Costing - Part 2
    5. Inventory Management
    6. Lean Inventory Valuation
    7. Capacity Management
    8. Product Costs and Decisions
    9. Target Costing
    10. Performance Measures
    11. One Day Close
    12. Lean Accounting Resources
  39. Jean Cunningham on Lean Accounting

    1. Lean Accounting Introduction
    2. The Effect of Lean Accounting on Owners, Auditors, and Executives
    3. The Difference Between Traditional and Lean Accounting
    4. When and How to Implement Lean Accounting
    5. How to Overcome Resistance to Lean Accounting
    6. Extending Lean into HR and IT
    7. Supplemental: Lean Education Advancement Foundation