School of Lean Full Video List

Introductory Topics
1. Introduction To Lean
2. Ten Commandments of Continuous Improvement
3. Developing Strategies to Sustain Operational Excellence
5S
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
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
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
Seven Deadly Wastes
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
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
The Seven Wastes, with Jeff Kaas
1. Introduction to the Seven Wastes, with Jeff Kaas
2. Defects, with Jeff Kaas
3. Inventory, with Jeff Kaas
4. Processing, with Jeff Kaas
5. Waiting, with Jeff Kaas
6. Motion, with Jeff Kaas
7. Transportation, with Jeff Kaas
8. Overproduction, with Jeff Kaas
9. Learning the Seven Wastes with Jeff Kaas (Full Presentation)
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
Value Stream Mapping
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
Value Stream Transformation - Adapting Value Stream Mapping for Office and Service Environments
1. Why Drew Wrote About Office Value Stream Mapping
2. The Pitfalls of Value Stream Mapping in Office and Service Processes
3. What Is the %C&A (Percentage Complete & Accurate) Metric?
4. Natural Variation Within Office Value Stream Processes
5. The Social Aspect of Value Stream Mapping
6. Do You Have To Do Value Stream Mapping to Develop a Lean Culture?
Value Stream Mapping from Tool to Management Practice
1. Why We Wrote a Book on Value Stream Mapping
2. The Performance Impact of Value Stream Mapping
3. How Value Stream Mapping Builds Organizational Capability
4. Preparation for Successful Value Stream Mapping
5. Team Selection and Socializing the Value Stream Map
6. The Future State Map and Improvement Action Plan
7. Audience Q&A - How Can We Get Leadership Involved in VSM?
8. Audience Q&A - What Financial Savings Can Be Achieved from Value Strean Improvements?
9. Audience Q&A - Does Toyota use VSM?
10. Audience Q&A - How Do You Calculate Lead Time for an Office Process?
11. Audience Q&A - How Do You Accurately Capture Information for a Process that has a Lot of Variation?
12. Audience Q&A - Does Your Book Cover the Creation of Future State Maps?
13. Audience Q&A - How Do You Guarantee That Leaders Do Not Squash Lower Level Involvement?
14. Audience Q&A - Is There a Place for Process Mapping in Lieu of Value Stream Mapping?
15. Audience Q&A - Can You Define Value Streams as Non-Traditional Support Processes?
Organizational Healing Through Value Stream Mapping
1. How a Lean Transformation Can Have a Healing Effect
2. How Value Stream Mapping Brings Leaders Together in Conversation
3. Healing Between Leadership and Front Lines
4. What About Front Line Healing?
5. What Skills Are Needed to Facilitate This Healing?
Improving Government Service Delivery with Value Stream Mapping
1. Improving Government Service Delivery with Value Stream Mapping
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
Toyota Kata
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
Kata in the Classroom
1. Kata in the Classroom with Mike Rother
2. Run Your Own Kata in the Classroom
Lean Daily Management
Daily Management System
1. Daily Management System Overview
2. Getting Started with a Daily Management System
3. How to Conduct a DMS Readiness Assessment
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
Workplace Visualization
1. Visual Controls for a Daily Management System
2. How to Design a Visual Display Board
3. Visual Management Overview
4. The 7 Steps to Visual Management
5. Visual Management Example, Zingerman's Mail Order
6. Visual Management Example, In The Ditch Towing Products
7. Visual Management Example, Franciscan Health
Gemba Walk Essentials
1. Gemba Walk Overview
2. The Five Types of Gemba Walks
3. How to Prepare for a Gemba Walk
4. What to Expect During a Gemba Walk
5. How to Debrief After a Gemba Walk
6. Gemba Walk Action Guide
Gemba Walk Workshop
1. Introduction to Michael Bremer
2. What Is the Primary Responsibility of a Leader?
3. Why Do a Gemba Walk?
4. Key Steps for Gemba Walks
5. The Purposes of a Gemba Walk
6. Different Gemba Walk, Different Purpose
7. Preparing for a Gemba Walk
8. Preparing for the Gemba Walk at Freetech Plastics
9. The Keys to Doing Successful Gemba Walks
10. Exercise - Asking Questions During a Gemba Walk
11. Freetech Gemba Walk #1 - Visual Performance Board (On-Time Delivery)
12. Freetech Gemba Walk #2 - Vacuum Form
13. Reflection on Freetech Gemba Walk #2
14. Freetech Gemba Walk #3 - Shipping
15. Reflections on Freetech Gemba Walk #3
16. Freetech Gemba Walk #4 - CNC Machine
17. Debriefing After a Gemba Walk
18. Reflecting on the Gemba Walk Process
19. Reflecting on Gemba Walks in the Office
20. The Differences Between Value Stream Walks and Improvement Walks
21. Asking Effective Questions During Gemba Walks
22. Engaging People Through Gemba Walks
Obeya Essentials
1. Obeya Overview
2. Obeya for Lean Product Development
3. Issue Breakdown For Obeya
4. How to Use an Issue Board for Obeya
5. Getting Started with an Obeya
6. How to Run Obeya Meetings
Obeya Operations Center
1. How Sam Encountered The Obeya Operations Center
2. Three Operating Principles Underlying Obeya
3. What Is An Obeya?
4. Why Establish An Obeya?
5. Types Of Obeya Layout And Complexity
6. How To Build Your "Big Room"
7. How Obeya Connects Strategy And Frontline Management
8. What Metrics Should Be In The Obeya?
9. The Truth Telling Room
10. Audience Q&A - How Would You Set Up An Obeya To Monitor Performance Of Multiple Satellite Offices?
11. Audience Q&A - Is The Obeya More Suited For Departmental Or Functional Area Than Cross-functional?
Daily Management System Workshop
1. Look At What We Did In 5 Days With Kaizen
2. Why Isn’t This Sustaining?
3. The Six Elements Of A Lean Management System
4. Element 1 - True North
5. Element 2 - Standard Work
6. Element 3 - Visual Management
7. Element 4 - Leader Standard Work
8. Element 5 - Lean Leadership Behaviors
9. Synergy Between The Six Elements
10. The Sequence For Lean Management System Implementation
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
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
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
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
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
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
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
Total Productive Maintenance (TPM)
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
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
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
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
TWI - Training Within Industry
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
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
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)
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
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
Simulations
Flow Simulation at Kaas Tailored
1. Preparing for Kaas Flow Simulation Round 1
2. Kaas Flow Simulation Round 1 - Batch
3. Review of Kaas Flow Simulation Round 1
4. Preparing for Kaas Flow Simulation Round 2
5. Kaas Flow Simulation Round 2 - Green Means Go
6. Review of Kaas Flow Simulation Round 2
7. Preparing for Kaas Flow Simulation Round 3
8. Kaas Flow Simulation Round 3 - Balanced Flow
9. Review of Kaas Flow Simulation Round 3
10. Overview of Round 4 - True Pull
11. Facilitator Overview of the Kaas Flow Simulation
Lean Accounting
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
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
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?
Gemba Glossary
1. 5S
2. Seven Wastes (7W)
3. What does "Gemba" mean?
4. 5 Why
5. Value Stream
6. Value Stream Mapping
Gemba Kaizen: JIT Pays
1. Introduction To JIT Pays
2. Gemba Kaizen JIT Pays
3. One Piece Flow at Wiremold
4. 5S at Yasda Precision Tools
5. Kaizen at Giorgio Foods
6. Flexibility with U-Shaped Cells at Matsushita Electric Works
7. Changing Hearts and Minds with Kaizen
8. Value-Added Work and the 7 Types of Waste
9. The Muda of Overproduction
10. The Muda of Waiting
11. The Muda of Transportation
12. The Muda of Processing
13. The Muda of Inventory
14. The Muda of Motion
15. The Muda of Producing Rejects
16. Converting from a Conveyor Line to a U-Shaped Cell at Yoshitake Inc.
17. Going to the Gemba to See the Waste
18. Push Production vs. Pull Production
19. One Piece Flow And Multi-process Handling
20. Leveling Production
21. Setup Reduction Kaizen
22. Standard Work
23. Part Supply and Kanban
24. JIT Pays: 5s
25. JIT Pays: Visual Management
26. What Does Kaizen Mean to You?

School of Lean Full Video List

Introductory Topics

5S

5S Workplace Productivity

5S in the Factory and the Warehouse

5S in the Office

Seven Deadly Wastes

Dealing With the Seven Deadly Wastes

The Eight Types of Waste in Healthcare

The Seven Wastes, with Jeff Kaas

The Kaizen Way

Value Stream Mapping

Transforming Your Value Streams

Value Stream Transformation - Adapting Value Stream Mapping for Office and Service Environments

Value Stream Mapping from Tool to Management Practice

Organizational Healing Through Value Stream Mapping

Improving Government Service Delivery with Value Stream Mapping

Practical Problem Solving

Toyota Kata

Toyota Kata - Practice Makes Progress

Kata in the Classroom

Lean Daily Management

Daily Management System

Leader Standard Work

Workplace Visualization

Gemba Walk Essentials

Gemba Walk Workshop

Obeya Essentials

Obeya Operations Center

Daily Management System Workshop

The Seven Quality Control Tools

A3 Thinking

Kanban

Quick Changeover - The SMED System

Standard Work

Built-In-Quality

3P Production Preparation Process

Total Productive Maintenance (TPM)

Culture of Kaizen

Masaaki Imai on Gemba Kaizen and Lean

Hoshin Planning

TWI - Training Within Industry

Job Instruction (JI) For Facilitators

Job Instruction (JI) For Learners

Job Relations (JR) for Facilitators

Job Relations (JR) for Learners

Job Methods (JM)

Simulations

Flow Simulation at Kaas Tailored

Lean Accounting

Lean Accounting Fundamentals

Jean Cunningham on Lean Accounting

Lean Lingo Explained

Gemba Glossary

Gemba Kaizen: JIT Pays