Courses
School of Lean
Our growing library of Lean training material will enable your team to learn a consistent, continuous improvement mindset. Thoughtfully designed with busy people in mind, courses are broken up into micro-learning modules, most between 3 and 10 minutes.
1000+ Videos A growing library of lean videos and downloads.
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Introductory Topics
5S
5S Workplace Productivity
- 5S Overview
- Why Practice 5S at FedEx Office? - Desk
- Why Practice 5S at FedEx Office? - Closet
- How to Approach 5S
- Sort
- Red Tagging
- FedEx Office Sort & Red Tagging - Desk
- Fedex Office Sort & Red Tagging - Closet
- Straighten
- Fedex Office Straightening - Desk
- Fedex Office Straightening - Closet
- Sweep (Shine)
- Standardize
- Sustain
- Fedex Office Conclusion - Desk
- Fedex Office Conclusion - Closet
- 5S Numbers Game
- The Letter Factory
- 5S Action Guide
5S in the Factory and the Warehouse
- Introduction to 5S in the Factory and the Warehouse
- 5S and Workplace Organization at FastCap
- 5S and Workplace Organization at Vermeer
- Red Tagging in the Stockroom at the City of Grand Rapids
- A Place for Everything at In The Ditch
- Lean Warehouse Tour at the City of Grand Rapids
- Using a 5S Audit Checklist at the City of Grand Rapids
- A Point of Use Shadow Board at Specialty Silicone Fabricators
- A Rolling Tool Cart at Specialty Silicone Fabricators
- 5S Auditing at Techno Aerospace
- 5S with a Shop Floor Team at Techno Aerospace
- 5S in the Stockroom Receiving Dock at the City of Grand Rapids
- A Place for Everything at Daman Products
- Introducing Lean to Employees Through a 5S Kaizen Event at the City of Grand Rapids
- Setting Up a New Work Cell at In The Ditch
- Empowering People to Create Paradise at In The Ditch
- How In The Ditch Applies Lean to Shipping and Receiving
- Point of Use Storage at a Dolly Assembly Cell at In The Ditch
- Using Imagination to Improve at Fireblast Global
5S in the Office
- Introduction to 5S in the Office
- Using 5S to Organize a Desk at FedEx Office
- Using 5S to Organize a Closet at FedEx Office
- Sorting and Red Tagging a Desk at FedEx Office
- Sorting and Red Tagging a Closet at FedEx Office
- Straightening a Desk at FedEx Office
- Straightening a Closet at FedEx Office
- The End Result: Shining, Standardizing, and Sustaining a Desk at FedEx Office
- The End Result: Shining, Standardizing, and Sustaining a Closet at FedEx Office
- 5S Auditing at Techno Aerospace
- How to Apply 5S to Knowledge Work
Seven Deadly Wastes
Dealing with the Seven Deadly Wastes
The Eight Types of Waste in Healthcare
- The Eight Types of Waste in Healthcare: Introduction
- The Purpose of Lean in Healthcare
- What Do We Mean by “The 8 Wastes" in Healthcare?
- Defining Value in Healthcare
- The Wastes of Motion, Waiting, and Human Potential in a Surgical Suite
- Patient Harm as a System Defect
- The Wastes of Inventory, Transportation, and Overproduction in Healthcare
- Meaningful 5S in a Children’s Hospital Radiology and MRI Suite
- The Aim of Healthcare as a System
- Audience Q&A - How Do You Start a Lean Transformation?
- Audience Q&A- How Will Lean Methods Impact HCAHPS Scores?
- Audience Q&A - What is the Appropriate Number of Inventory Turns for a Hospital Store Room?
- Audience Q&A - How Can Lean Improve Discharge Planning in a Hospital?
- Mark Graban - Stories of 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 Overview
- Product Family Selection
- VSM Shapes & Icons
- Calculating Takt Time
- Current State Part 1
- Current State Part 2
- Continuous Flow
- Balancing Cycle Time & Takt Time
- Downstream Pull
- Production Leveling
- The Future State - 1
- The Future State - 2
- Transactional or Office Value Stream Mapping
- Value Stream Mapping Resources
- One-Piece Flow Simulation
- Transactional Detailed Process Mapping Part 1
- Transactional Detailed Process Mapping Part 2
- Value Stream Action Guide
Value Stream Transformation - Adapting Value Stream Mapping for Office and Service Environments
- Why Drew Wrote About Office Value Stream Mapping
- The Pitfalls of Value Stream Mapping in Office and Service Processes
- What Is the %C&A (Percentage Complete & Accurate) Metric?
- Natural Variation Within Office Value Stream Processes
- The Social Aspect of Value Stream Mapping
- Do You Have To Do Value Stream Mapping to Develop a Lean Culture?
Value Stream Mapping from Tool to Management Practice
- Why We Wrote a Book on Value Stream Mapping
- The Performance Impact of Value Stream Mapping
- How Value Stream Mapping Builds Organizational Capability
- Preparation for Successful Value Stream Mapping
- Team Selection and Socializing the Value Stream Map
- The Future State Map and Improvement Action Plan
- Audience Q&A - How Can We Get Leadership Involved in VSM?
- Audience Q&A - What Financial Savings Can Be Achieved from Value Strean Improvements?
- Audience Q&A - Does Toyota use VSM?
- Audience Q&A - How Do You Calculate Lead Time for an Office Process?
- Audience Q&A - How Do You Accurately Capture Information for a Process that has a Lot of Variation?
- Audience Q&A - Does Your Book Cover the Creation of Future State Maps?
- Audience Q&A - How Do You Guarantee That Leaders Do Not Squash Lower Level Involvement?
- Audience Q&A - Is There a Place for Process Mapping in Lieu of Value Stream Mapping?
- Audience Q&A - Can You Define Value Streams as Non-Traditional Support Processes?
Organizational Healing Through Value Stream Mapping
Improving Government Service Delivery with Value Stream Mapping
Business Process Mapping
- Getting Started With Business Process Mapping
- What Is A SIPOC Diagram
- How to Create a SIPOC Diagram
- How to Create a Turtle Diagram
- What Is A Business Model Canvas?
- How to Create a Business Model Canvas
- What Is an Empathy Map?
- How to Create Empathy Maps
- What Is a Flowchart?
- How to Create a Flowchart
- How to Make Process Maps with Sticky Notes
- How to Create Process Charts
- What Is Swim Lane Mapping?
- How to Create a Swim Lane Map
- What Is a Makigami Analysis?
- How to Do a Makigami Analysis
- What Is Transactional Value Stream Mapping?
- Current State Value Stream Mapping of Treetop Purchasing
- Future State Value Stream Mapping of Treetop Purchasing
- Creating a Current State Transactional Value Stream Map
- Creating a Future State Transactional Value Stream Map
Practical Problem Solving
- PPS Overview
- PDCA
- Treetop, Inc.
- Step 1: Clarify the Problem
- How to Write a Problem Statement
- Introduction to SigmaXL
- Creating Pareto Charts with SigmaXL
- Creating Run Charts with SigmaXL
- Creating Control Charts with SigmaXL
- Step 2: Break Down the Problem
- Creating Dot Plots with SigmaXL
- Step 3: Set a Target
- Step 4: Analyze Root Causes
- Fishbone Diagram Explained
- Five Why Explained
- Treetop Gets to the Root Causes
- Creating Scatter Plots with Sigma XL
- Step 5: Develop Countermeasures
- Step 6: See Countermeasures Through
- Step 7: Evaluate the Process and Results
- Step 8: Standardize Success and Learn from Failures
- PPS Action Guide
Toyota Kata
Toyota Kata Essentials
Improvement Kata Essentials
- What Is the Improvement Kata?
- How to Use a Kata Storyboard
- What Is a Challenge in Improvement Kata?
- How to Understand the Direction or Challenge
- How to Select the Focus Process for Improvement Kata
- How to Grasp the Current Condition
- What Is the Process Analysis Kata?
- How to Create a Current Condition Block Diagram
- How to Use Run Charts to Study the Current Condition
- How to Use the Process Analysis Worksheet
- What Is a Target Condition?
- How to Establish the Next Target Condition
- How to Identify Obstacles for Improvement Kata
- How to Use the Obstacles Parking Lot
- What Is an Experiment in Improvement Kata?
- How to Experiment Against Obstacles
- One Factor Tests Versus Multi-Factor Tests
- What Is a PDCA Cycles Record?
- How to Use the PDCA Cycles Record
Coaching Kata Essentials
- What Is the Coaching Kata?
- What Is Expected from a Kata Coach
- What It Takes to Be a Kata Coach
- Coaching to Understand the Challenge
- Coaching to Grasp the Current Condition
- Coaching the Process Analysis Kata
- Coaching the Next Target Condition
- Coaching to Identify Obstacles
- Coaching to Plan the Next Experiment
- What Is a Coaching Cycle?
- How to Do Coaching Cycles
- What Is the Five Questions Kata Coaching Card?
- Coaching to Reflect on the Last Experiment
- How Kata Coaches Ask Clarifying Questions
- How to Use a Kata Coaching Notebook
- Coaching to Reflect on the Improvement Kata Cycle
- What Is the Role of the Second Coach in Kata?
- How to Use the Coaching Cycles Observation Form
Toyota Kata - Practice Makes Progress
- Toyota Kata Overview
- The Marshmallow Challenge Icebreaker
- Lean and Organizational Culture
- Leaders Are Teachers
- What Learning Looks Like
- What Does a Continuous Improvement Culture Look Like?
- The Improvement Kata: A Model for Scientific Thinking
- How People Learn & Develop New Skills
- The Backwards Bike: Learning to Unlearn
- The Coaching Kata: A Routine for Learning to Coach the Improvement Kata
- The "Five Questions" Card
- The Toyota Kata Hypothesis
- Practicing the Improvement Kata with Dominoes
- Dominos, LLC - Rounds 1 & 2
- Dominos, LLC - Round 3
- Improvement Kata Step 1: Understand the Direction and Challenge
- Improvement Kata Step 2: Grasp the Current Condition
- The 5 Steps to Grasping the Current Condition
- How to Create a Block Diagram
- How to Create a Run Chart
- How to Measure Process Times & Cycles
- Additional Tips for Creating Run Charts
- How to Determine Equipment Capacity & Number of People Required
- Improvement Kata Step 3: Establish the Next Target Condition
- Creating Your First Dominos Target Condition
- Identifying Obstacles
- Improvement Kata Step 4: Experiment Against Obstacles
- How to Use the Experiment Record
- Introducing the Coaching Cycle
- Coaching Cycle Part 1 - Storyboards
- What Did We Learn?
- Lean in 10 Words
- Running Experiments
- Reviewing the Kata Mechanism
- Coaching Cycle Part 2 - Practicing
- Going to Gemba Part 1
- Going to Gemba Part 2
- Going to Gemba Part 3
- Going to Gemba Part 4
- Going to Gemba Part 5
- Going to Gemba Part 6
- Toyota Kata Resources
Kata in the Classroom
Coaching Kata Insights
Non-Verbal Communication in the Coaching Kata
Kata Applications and Case Studies
- Serving People Better at the Connecticut DSS through Social Work Kata
- How NicePak Practices Toyota Kata with Tim Hall
- The NEA Baptist Memorial Hospital Journey to Develop a Robust Management System Using Kata with Brad Parsons
- You Can't Ride My Bike - Deliberate Practice of New Routines - Kata
- 4 Ways Physicians at Kaiser Permanente are Experimenting with Toyota Kata with Michael Lombard
- How NovoNordisk Used Kata to Engage People with Renata Marques
- Using Kata to Develop Frontline Leadership at FastGlobal Solutions with Sam Wagner
Top 10 Lessons Learned from Practicing the Toyota Kata Approach in Healthcare
- Overview of the Toyota Kata Approach
- Lesson 10 - A PDCA Cycle is Not what I Thought it Was
- Lesson 9 - Habits Matter
- Lesson 8 - Measure Habit Formation
- Lesson 7 - The Kata Approach Meets You At Your Level
- Lesson 6 - The Kata Approach is Fractal
- Lesson 5 - Target Condition Does Not Equal Numerical Target
- Lesson 4 - PDCA is a Fantastic Root Cause Analysis Technique
- Lesson 3 - Coaching is Tricky
- Lesson 2 - Coaching Means Providing a Safe Environment to Fail
- Lesson 1 - When in Doubt, Take a Step Forward and Reflect
- Audience Q&A About Lessons Learned from Practicing Kata in Healthcare
Using Kata to Address Wicked Problems in Safety
How to Run Virtual Kata in the Classroom
Lean Daily Management
Daily Management System
Daily Accountability Process
Gemba Walk Essentials
Process Confirmation
- Process Confirmation Overview
- Getting Started with Process Confirmation
- Process Confirmation with a Kamishibai System
- Process Confirmation At Molding Operation
- Process Confirmation And Auditing Standards With The Kamishibai Board At NFI
- The 5s Process Audit Checklist At City Of Grand Rapids
- Process Confirmation Using The T-board System At Techno Aerospace
Leader Standard Work Essentials
Visual Management
Coaching for Daily Management
Obeya Essentials
Obeya Operations Center
- How Sam Encountered The Obeya Operations Center
- Three Operating Principles Underlying Obeya
- What Is An Obeya?
- Why Establish An Obeya?
- Types Of Obeya Layout And Complexity
- How To Build Your "Big Room"
- How Obeya Connects Strategy And Frontline Management
- What Metrics Should Be In The Obeya?
- The Truth Telling Room
- Audience Q&A - How Would You Set Up An Obeya To Monitor Performance Of Multiple Satellite Offices?
- Audience Q&A - Is The Obeya More Suited For Departmental Or Functional Area Than Cross-functional?
Daily Management System Workshop
- Look At What We Did In 5 Days With Kaizen
- Why Isn’t This Sustaining?
- The Six Elements Of A Lean Management System
- Element 1 - True North
- Element 2 - Standard Work
- Element 3 - Visual Management
- Element 4 - Leader Standard Work
- Element 5 - Lean Leadership Behaviors
- Synergy Between The Six Elements
- The Sequence For Lean Management System Implementation
Daily Accountability Process Workshop
- Introduction To Burgess Health Center
- What Is A Huddle?
- Why And How Burgess Committed To Huddles
- Lessons Learned From Rolling Out Huddles
- Demonstrating The Huddle Process
- Coaching For Leaders To Attend Huddles
- Audience Q&A - What Is An Optimum Number Of People For A Huddle?
- Audience Q&A - How Long Does A Huddle Last? Do They Huddle At The Beginning Of The Shift?
- Audience Q&A - How Do You Make Sure The Discussions Stay On Topic?
- Audience Q&A - How Do You Handle Ideas From The Huddle That Don't Make Sense Or That You Won't Implement?
- Audience Q&A - Do You Report Out On Ideas During The Next Huddle?
- How The Daily Action Board Builds Accountability
- How To Use The Daily Action Board
- Daily Stand Up Meeting
- Collaboration On Action Items Through Visual Management
- Recognition And Celebration On The Action Board
- Key Points For Visual Management With The Action Board
- Audience Q&A - How Long Is This Meeting And Do You Have Other Morning Meetings?
- Audience Q&A - How Does This Meeting Differ From The Tier Meeting When The Supervisor Meets With Operators?
- Audience Q&A - Is The Action Board Similar To Reviewing SQDC Metrics?
- Audience Q&A - How Many Action Boards Do You Have?
- Audience Q&A - How Do You Share Information Between Plants For Similar Issues?
- Audience Q&A - Have You Ever Implemented Electronic Action Boards That Display Data From A Portal?
- Audience Q&A - Is There A Close-of-business Meeting And If So Would You Reevaluate What Should Happen The Next Day?
- Audience Q&A - Who Facilitates The Problem Solving?
- Audience Q&A - How Do You Reward And Recognize People For Good Actions And Improvements?
- Audience Q&A - Who Should Attend The Daily Stand Up Meeting?
- How Do You Manage The Action Items On Post-its?
- How To Get Started With Action Boards?
- Daily Management And Strategic Alignment
- Visual Management Of Work Through Huddle Boards
- Standard Meeting Management Process
- Personal Kanban Board At The Fire Department
- Daily Accountability Through Team Training And Observations About Daily Accountability Processes At Kaas Tailored
- The CMMS Business Operations Group Weekly Huddle
- Bi-weekly Visit By Senior Executives To Huddle Boards
- Area Improvement Center Huddle Board
- The Morning Meeting At Specialty Silicone Fabricators
- Morning Standup Meeting At Menlo Innovations
Gemba Walk Workshop
- Introduction to Michael Bremer
- What Is the Primary Responsibility of a Leader?
- Why Do a Gemba Walk?
- Key Steps for Gemba Walks
- The Purposes of a Gemba Walk
- Different Gemba Walk, Different Purpose
- Preparing for a Gemba Walk
- Preparing for the Gemba Walk at Freetech Plastics
- The Keys to Doing Successful Gemba Walks
- Exercise - Asking Questions During a Gemba Walk
- Freetech Gemba Walk #1 - Visual Performance Board (On-Time Delivery)
- Freetech Gemba Walk #2 - Vacuum Form
- Reflection on Freetech Gemba Walk #2
- Freetech Gemba Walk #3 - Shipping
- Reflections on Freetech Gemba Walk #3
- Freetech Gemba Walk #4 - CNC Machine
- Debriefing After a Gemba Walk
- Reflecting on the Gemba Walk Process
- Reflecting on Gemba Walks in the Office
- The Differences Between Value Stream Walks and Improvement Walks
- Asking Effective Questions During Gemba Walks
- Engaging People Through Gemba Walks
Leader Standard Work Workshop
- Introduction to Leader Standard Work
- How We Learn to Be Leaders
- The Role of a Lean Leader
- Lean Management and Process Focus
- What Is a Lean Management System?
- What Is Leader Standard Work?
- What Does Your Typical Day Look Like?
- How to Create Leader Standard Work
- Example Role Play of Leader Standard Work Coaching
- Tips for Coaching Through Leader Standard Work
- How Visual Controls Support Leader Standard Work
- Process Confirmation with a Kamishibai System
- Daily Accountability Through Huddle Meetings
Day in the Life of a Lean Supervisor
- What Is A Lean Supervisor?
- A Day In The Life Of A Lean Supervisor - Prepare For The Day
- A Day In The Life Of A Lean Supervisor - The Daily Startup Meeting
- A Day In The Life Of A Lean Supervisor - Check Standards, Quality, Safety
- A Day In The Life Of A Lean Supervisor - Update Hour-by-hour Chart
- A Day In The Life Of A Lean Supervisor - Confirm Smooth Start Up And Gemba Walks
- A Day In The Life Of A Lean Supervisor - Kaizen On The Line
- A Day In The Life Of A Lean Supervisor - Plan For Overtime, Shift Handover, And Next Day
- Example Standard Work For a Lean Supervisor
- Characteristics Of A Lean Supervisor
- Exercise - 5 Days In My Work Life
- Audience Q&a - Do You Have Any Advice For How These Lean Supervisor Principles Can Apply Outside Of Manufacturing?
- Audience Q&A - Where Can I Learn More About The Kamishibai System?
- Audience Q&a - We Have Communication Boards, But No One Uses Them, How Can I Encourage Supervisors To Use Them?
- Audience Q&a - Is There No Free Time Alloted For Meeting Or Surprises?
- Audience Q&A - Some Tasks Are More Critical Than Others, Shouldn't They Be Identified?
- Audience Q&a- How Does The Day In The Life Change As The Manager Becomes More Senior, Up To The Executive Level?
- Audience Q&A - How Do You Insure Meetings Are Kept Under 5 Minutes And Are Focused?
- Audience Q&A - What Did You Mean By "Prepare The Operator To Learn"?
- Audience Q&A - Are There Any Kaizen Solutions Or Programs Tailored To Healthcare?
- Audience Q&a - How Can I Develop A Good Cross Training Program?
The Seven Quality Control Tools
- 7QC Overview
- QC Tool 1: The Graph
- Bar Charts
- Broken Line Graphs
- Pie Charts
- Band Graphs
- Radar Charts
- QC Tool 2: The Check Sheet
- QC Tool 3: The Pareto Chart
- Creating a Pareto Chart in Sigma XL
- QC Tool 4: The Cause & Effect Diagram
- Basic Statistics
- Measures of Central Tendency
- Measures of Dispersion
- Generating Descriptive Statistics
- QC Tool 5: The Scatter Diagram
- Creating Scatter Diagrams and Regression Statistics
- QC Tool 6: The Histogram
- Calculating Cp and Cpk
- Creating Histograms & Cp / Cpk Statistics
- QC Tool 7: The Control Chart
- Creating Control Charts in Sigma XL
- MSA Overview
- The Attribute Data MSA
- Attribute Data MSA Analysis in SigmaXL
- The Variable Data MSA
- Variable Data MSA Analysis in SigmaXL
- Seven QC Tools Action Guide
A3 Thinking
Quick Changeover - The SMED System
- Quick Changeover Overview
- The 8 Steps to Quick Changeover
- How To Use Quick Changeover in Non-Manufacturing Environments
- The Changeover Before Improvements
- Step 1 - Document Reality
- Step 2 - Separate Internal And External Tasks
- Step 3 - Shift Internal to External Activities
- Steps 4 & 5 - Streamline External Tasks and Identify Parallel Tasks
- Step 6 - Streamline Internal Tasks
- Steps 7 & 8 - Practice New and Improved Setup and Document New Standard
- The Changeover After Improvements
- Mike Wroblewski Interview
Standard Work
- Standardization
- Prerequisites
- Introduction to Standard Work
- 3 Elements
- Process Capacity Tool
- Standard Work Combination Sheet
- Standard Work Sheet
- Standard Work Instruction Sheet
- Standard WIP
- Lead Time
- Time Observation Sheet
- How to Draw a Pig
- Step by Step
- Mixed Model Standard Work Introduction
- Mixed Model - Balance Work Among Operators
- Mixed Model - Balance Cycle & Takt Time
- Mixed Model - The Yamazumi Chart
- Mixed Model - Creating Combination Sheets
- Transactional Standard Work
- Jon Miller on Standard Work
Built-In-Quality
3P Production Preparation Process
Kanban
Total Productive Maintenance (TPM)
Introduction to Total Productive Maintenance (TPM)
- TPM Overview
- The 8 TPM Pillars
- The Types Of Maintenance
- Getting Started with TPM
- TPM Pitfalls to Avoid When Getting Started
- The 12 Steps to Implementing TPM, Phase 1
- The 12 Steps to Implementing TPM Program, Phases 2-4
- How to Use TPM Activity Boards
- How to Develop a TPM Master Plan
- How to Use an Equipment Selection Table
Measuring TPM Effectiveness
TPM Workshop
Focused Improvement (TPM)
- What Is Focused Improvement?
- The Six Big Losses
- Getting Started with Focused Improvement
- Focused Improvement of Changeover Losses
- Focused Improvement of Startup and Yield Losses
- Focused Improvement of Idling and Minor Stops
- Focused Improvement of Speed Losses
- Focused Improvement of Breakdown Losses
- Focused Improvement of Defect Losses
- Practical Problem Solving for Focused Improvement
- How To Do a Loss Analysis
- What Is a TPM Small Group Activity?
- How to Create a Failure Map
Autonomous Maintenance (TPM)
- What Is Autonomous Maintenance?
- Getting Started with Autonomous Maintenance
- What Is Forced Deterioration?
- The Seven Types of Equipment Abnormality
- What Is Initial Cleaning?
- Getting Started with Initial Cleaning
- Safety Precautions for Initial Cleaning
- How to Perform Initial Cleaning
- Address Contamination Sources and Hard-to-Access Places
- Develop Provisional Standards
- What Is General Inspection?
- How to Conduct General Inspection
- Autonomous Inspection
- Revise Autonomous Maintenance Standards
- Autonomous Management
- What Is a One-Point Lesson?
- How to Create One-Point Lessons
- How to Use TPM Tags
Planned Maintenance (TPM)
- What Is Planned Maintenance?
- Getting Started with Planned Maintenance
- Evaluate Equipment
- Understand Current Condition of Maintenance
- Restore Deterioration
- Correct Weaknesses
- How Planned Maintenance Activities Support Autonomous Maintenance
- Build a Maintenance Information Management System
- Build a Periodic Maintenance System
- What Is Predictive Maintenance?
- Build a Predictive Maintenance System
- Evaluate the Planned Maintenance System
TPM Education and Training
- What Is TPM Education & Training?
- Getting Started with TPM Education & Training
- Step 1: Clarify Strategy and Set Targets for TPM Education & Training
- Step 2: Set TPM Education & Training Priorities
- Step 3: Build a TPM Education & Training System
- Step 4: Implement TPM Education & Training
- Step 5: Draft a Long-Term TPM Education & Training Plan
- Step 6: Foster an Environment for TPM Education & Training
- Step 7: Evaluate TPM Education & Training
P-M Analysis
- What Is P-M Analysis?
- Getting Started with P-M Analysis
- How to Reduce Chronic Losses
- P-M Analysis Step 1: Clarify the Phenomenon
- P-M Analysis Step 2: What Is a Physical Analysis?
- P-M Analysis Step 2: How to Conduct a Physical Analysis
- P-M Analysis Step 2: How to Draw a Process Diagram
- P-M Analysis Step 3: Identify Constituent Conditions
- P-M Analysis Step 4: Study the Relevance of 4M Factors
- P-M Analysis Step 5: Define Optimal Conditions
- P-M Analysis Step 6: Study Investigation and Measurement Methods
- P-M Analysis Step 7 Identify Deviations from Optimal Conditions
- P-M Analysis Step 8 Draft and implement corrective action plan
- How to Sustain the Results of P-M analysis
- How to Use a P-M Analysis Storyboard
Culture of Kaizen
- Culture of Kaizen Overview
- Respect for Humanity
- Brain Chemistry and Its Impact on Human Performance
- Reducing Social Threats to Enable Continuous Improvement
- Habits and How They Shape Organizational Culture
- Continuously Improving Habits
- Characteristics of a Kaizen Leader
- Motivation for Continuous Improvement
- Modes of Persuasion
- Leading Yourself
- Additional Culture of Kaizen Learning Resources
Masaaki Imai on Gemba Kaizen and Lean
- Introduction to Masaaki Imai on Gemba Kaizen and Lean
- The Three Requirements for Embracing Kaizen and Lean
- Flow, Synchronization, and Leveling (FSL)
- Management Involvement vs. Management Commitment
- How Kaizen Leads to Lean and Green
- What Is Management?
- What Is Gemba?
- Stand in the Circle on the Gemba
- Growing Up on the Gemba
- 5s Is the Starting Point of Kaizen
- The Lean Roadmap & The Christopher Columbus School of Business
- Full Masaaki Imai on Gemba Kaizen and Lean Course
Hoshin Planning
Hoshin Planning Course
How to Use the X-Matrix
TWI - Training Within Industry
Job Instruction (JI) For Facilitators
- Day 1: Job Instruction Overview
- Day 1: Welcome & Intros (Classroom)
- Day 1: JI Overview Video Discussion (Classroom)
- Day 1: 5 Needs of a Supervisor
- Day 1: 5 Needs of a Supervisor Video Discussion (Classroom)
- Day 1: Faulty Instruction
- Day 1: How to Tie the Fire Underwriters' Knot (Studio)
- Day 1: Showing & Telling Alone Demonstration (Classroom)
- Day 1: Correct Instruction
- Day 1: Teaching the Fire Underwriters' Knot Using the 4-step JI Process (Classroom)
- Day 1: How to Instruct Card
- Day 1: Day 1 Review & Wrap-up (Classroom)
- Day 1: Introduce Pluses & Deltas (Classroom)
- Day 2: Welcome to Day 2, Pluses & Deltas (Classroom)
- Day 2: Day 2 Introduction
- Day 2: Jamie's First Attempt at Teaching How to H-Tape a Box (Classroom)
- Day 2: Instruction Demonstration Review - Part 1
- Day 2: Class Feedback to Jamie's First Attempt at JI Process (Classroom)
- Day 2: Instruction Demonstration Review - Part 2
- Day 2: Martyna's First Attempt at Teaching How to Add a Webex (Classroom)
- Day 2: Instruction Demonstration Review - Part 3
- Day 2: Class Feedback to Martyna's First Attempt at JI Process (Classroom)
- Day 2: Instruction Demonstration Review
- Day 2: Job Breakdown Sheet
- Day 2: Breaking Down the Job
- Day 2: Breaking Down the Fire Underwriters' Knot on Whiteboard
- Day 2: Breaking Down the Job - Time to Practice
- Day 2: Breaking Down Jamie's Job of H-Taping a Box (Classroom)
- Day 2: Breaking Down Martyna's Job of Adding a Webex (Classroom)
- Day 2: Have Everything Ready
- Day 2: Parking Lot Review (Classroom)
- Day 2: Day 2 Summary
- Day 2: Discussion of Day 2 Summary Video (Classroom)
- Day 3: Day 2 Review (Classroom)
- Day 3: Training Timetable
- Day 3: How to Ask Open Ended Questions During JI Feedback Sessions (Classroom)
- Day 3: Practice Instruction
- Day 3: Breaking Down the Job of Adding a Hyperlink - Important Steps (Classroom)
- Day 3: Breaking Down the Job of Adding a Hyperlink - Key Points & Reasons (Classroom)
- Day 3: Day 3 Summary
- Day 4: Reinforcing Knowledge
- Day 4: Training Timetable Class Exercise (Classroom)
- Day 4: Training Timetable Discussion (Classroom)
- Day 4: Practice Instruction
- Day 4: Cait's First Attempt at Teaching How to Insert Hearing Protection (Classroom)
- Day 4: Class Feedback to Cait's First Attempt at JI Process (Classroom)
- Day 4: Special Problems
- Day 4: Discussion of Special Problems Video (Classroom)
- Day 4: Gary's First Attempt at Teaching How to Build a Job Packet (Classroom)
- Day 4: Class Feedback to Gary's First Attempt at JI Process (Classroom)
- Day 4: Jamie's Second Attempt at Teaching How to H-Tape a Box (Classroom)
- Day 4: Class Feedback to Jamie's Second Attempt at JI Process (Classroom)
- Day 4: Breaking Down the Job of Inserting Hearing Protection (Classroom)
- Day 4: Day 4 Summary
- Day 5: Practice Instruction
- Day 5: Jessica's First Attempt at Teaching Someone to Update a Training Timeline Tracker (Classroom)
- Day 5: Class Feedback to Jessica's First Attempt at JI Process (Classroom)
- Day 5: Martyna's Second Attempt at Adding a Webex (Classroom)
- Day 5: Class Feedback to Martyna's Second Attempt at JI Process (Classroom)
- Day 5: Cait's Second Attempt at Teaching How to Insert Hearing Protection (Classroom)
- Day 5: Class Feedback to Cait's Second Attempt at Using the JI Process (Classroom)
- Day 5: Leslie's First Attempt at Teaching How to Insert Hearing Protection (Classroom)
- Day 5: Class Feedback to Leslie's First Attempt at JI Process (Classroom)
- Day 5: Breaking Down the Job of How to Build a Job Packet (Classroom)
- Day 5: Rolling Out JI
- Day 5: Discussion on How to Roll out JI video - Part 1 (Classroom)
- Day 5: Discussion on How to Roll out JI video - Part 2 (Classroom)
- TWI Overview
Job Instruction (JI) For Learners
- Day 1: Job Instruction Overview
- Day 1: 5 Needs of a Supervisor
- Day 1: Faulty Instruction
- Day 1: Correct Instruction
- Day 1: Teaching the Fire Underwriters' Knot Using the 4-step JI Process (Classroom)
- Day 1: How to Instruct Card
- Day 2: Day 2 Introduction
- Day 2: Instruction Demonstration Review
- Day 2: Job Breakdown Sheet
- Day 2: Breaking Down the Job
- Day 2: Breaking Down the Fire Underwriters' Knot on Whiteboard
- Day 2: Breaking Down the Job - Time to Practice
- Day 2: Have Everything Ready
- Day 2: Day 2 Summary
- Day 3: Training Timetable
- Day 3: Practice Instruction
- Day 3: Day 3 Summary
- Day 4: Reinforcing Knowledge
- Day 4: Practice Instruction
- Day 4: Special Problems
- Day 4: Day 4 Summary
- Day 5: Practice Instruction
- Day 5: Rolling Out JI
- TWI Overview
Job Relations (JR) for Facilitators
- Day 1: Job Relations Overview
- Day 1: Discuss the Supervisor's 5 Needs
- Day 1: Describe Supervisor's Problems as Regards to Job Relations
- Day 1: A Supervisor Meets Their Needs Through Relationships with People
- Day 1: Present the Foundations
- Day 1: Develop the Individual Chart
- Day 1: Define a Problem
- Day 1: Introduce the TWI Method
- Day 1: Summarize the 4-Step Job Relations Method
- Day 1: The Foundations For Good Relations
- Day 1: How Problems Come Up
- Day 1: Different Types of Problems Supervisors Face
- Day 2: Review the 4-Step JR Method
- Day 2: Using JR: The Tom Problem
- Day 2: Opinions and Feelings are Hard to Get
- Day 2: The Standard Procedure
- Day 2: Using JR: The Tom Problem (Classroom)
- Day 2: Using JR: Standardized Work Challenges (Classroom)
- Day 2: Using JR: Military Case Study (Classroom)
- Day 3: Review the 4-step JR Method
- Day 3: Weighing And Deciding And The Use Of Classroom Examples
- Day 3: Using JR: The Jackie Story (Classroom)
- Day 3: Using JR: 5S Problems (Classroom)
- Day 3: Using JR: Not Coming Back from Breaks On Time (Classroom)
- Day 4: Using JR: Personal Use (Classroom)
- Day 4: Taking Preventive Action and Checking Results
- Day 4: Using JR: The Carol Story (Classroom)
- Day 4: Using JR: Sleeping on the Job (Classroom)
- Day 4: Using JR: Problems at the Boys & Girls Club (Classroom)
- Day 5: Deep Review of the 4-step Method
- Day 5: Advantages the JR Method Brings to Supervisors
- Day 5: The Importance of Supervisors
- Day 5: Using JR: Problems with Marching Band Moms (Classroom)
- Day 5: Using JR: Challenges During the Hiring Process (Classroom)
Job Relations (JR) for Learners
- Day 1: Job Relations Overview
- Day 1: Discuss the Supervisor's 5 Needs
- Day 1: Describe Supervisor's Problems as Regards to Job Relations
- Day 1: A Supervisor Meets Their Needs Through Relationships with People
- Day 1: Present the Foundations
- Day 1: Develop the Individual Chart
- Day 1: Define a Problem
- Day 1: Introduce the TWI Method
- Day 1: Summarize the 4-Step Job Relations Method
- Day 1: How Problems Come Up
- Day 1: Different Types of Problems Supervisors Face
- Day 2: Review the 4-Step JR Method
- Day 2: Using JR: The Tom Problem
- Day 2: Opinions and Feelings are Hard to Get
- Day 2: The Standard Procedure
- Day 3: Review the 4-step JR Method
- Day 3: Weighing And Deciding And The Use Of Classroom Examples
- Day 4: Taking Preventive Action and Checking Results
- Day 5: Deep Review of the 4-step Method
- Day 5: Advantages the JR Method Brings to Supervisors
- Day 5: The Importance of Supervisors
Job Methods (JM)
- Day 1: Job Methods Overview
- Day 1: Improving Job Methods
- Day 1: The Use of Job Demonstration
- Day 1: Demonstrate the Present Method
- Day 1: Demonstrate the Proposed Method
- Day 1: Step 1 - Break Down the Job
- Day 1: Step 2 - Question Every Detail
- Day 1: Using the Breakdown Method
- Day 1: Step 3 - Develop the New Method
- Day 1: Step 4 - Apply the New Method
- Day 1: How to Use the Job Methods Plan Discussion
- Day 1: Resistance and Resentment
- Day 2: Introduction
- Day 2: Review the 4 Steps of the Job Methods Plan
- Day 2: Review and Preparation for Practice Demonstration
- Day 2: Practice Demonstration Example 1 - Present Method
- Day 2: Practice Demonstration Example 1 - Develop New Method
- Day 2: Practice Demonstration Example 1 - Proposed New Method
- Day 2: Practice Demonstration Example 1 - Job Breakdown
- Day 2: The Proposal Sheet
- Day 3: Review the 4 Steps
- Day 3: Practice Demonstration Example 2 - Present Method
- Day 3: Practice Demonstration Example 2 - Develop and Propose New Method
- Day 3: Practice Demonstration Example 2 - Job Breakdown
- Day 3 Conclusion
Simulations
Bouncy Ball Game
Flow Simulation at Kaas Tailored
- Introduction to the Kaas Tailored Goalpost Simulation
- Preparing for Kaas Flow Simulation Round 1
- Kaas Flow Simulation Round 1 - Batch
- Review of Kaas Flow Simulation Round 1
- Preparing for Kaas Flow Simulation Round 2
- Kaas Flow Simulation Round 2 - Green Means Go
- Review of Kaas Flow Simulation Round 2
- Preparing for Kaas Flow Simulation Round 3
- Kaas Flow Simulation Round 3 - Balanced Flow
- Review of Kaas Flow Simulation Round 3
- Overview of Round 4 - True Pull
- Facilitator Overview of the Kaas Flow Simulation
How to Draw a Pig
Letter Puzzle Game
One-Piece Flow Simulation
The Numbers Game
The Bridge Game
How to Run Virtual Kata in the Classroom
Lean Accounting
Lean Accounting Fundamentals
Jean Cunningham on Lean Accounting
- Lean Accounting Introduction
- The Effect of Lean Accounting on Owners, Auditors, and Executives
- The Difference Between Traditional and Lean Accounting
- When and How to Implement Lean Accounting
- How to Overcome Resistance to Lean Accounting
- Extending Lean into HR and IT
- Supplemental: Lean Education Advancement Foundation
Lean Lingo Explained
Gemba Glossary
Gemba Kaizen: JIT Pays
- Introduction To JIT Pays
- Gemba Kaizen JIT Pays
- One Piece Flow at Wiremold
- 5S at Yasda Precision Tools
- Kaizen at Giorgio Foods
- Flexibility with U-Shaped Cells at Matsushita Electric Works
- Changing Hearts and Minds with Kaizen
- Value-Added Work and the 7 Types of Waste
- The Muda of Overproduction
- The Muda of Waiting
- The Muda of Transportation
- The Muda of Processing
- The Muda of Inventory
- The Muda of Motion
- The Muda of Producing Rejects
- Converting from a Conveyor Line to a U-Shaped Cell at Yoshitake Inc.
- Going to the Gemba to See the Waste
- Push Production vs. Pull Production
- One Piece Flow And Multi-process Handling
- Leveling Production
- Setup Reduction Kaizen
- Standard Work
- Part Supply and Kanban
- JIT Pays: 5s
- JIT Pays: Visual Management
- What Does Kaizen Mean to You?
Agile
Introduction to Agile Kanban
- What Is Agile Kanban?
- The Four Agile Kanban Principles
- The Six Agile Kanban Practices
- What Is an Agile Kanban Board?
- How to Design an Agile Kanban Board
- What Are Classes of Service in Agile Kanban?
- What Is a WIP Limit?
- How to Set WIP Limits for Agile Kanban
- What Is Context Switching?
- How to Design Agile Kanban Cards
- What Is a Commitment Point in Agile Kanban?
- How to Use Agile Kanban Boards
- How to Prioritize Tasks on Agile Kanban Boards
- Agile Kanban Metrics
- The Seven Kanban Cadences
- What Is Portfolio Kanban?
- Getting Started with Agile Kanban
Managing with Agile Kanban
- What Is Kanban Planning?
- How to Do Backlog Refinement in Agile Kanban
- How to Do Kanban Daily Standups
- How to Manage Blocked Work in Agile Kanban
- What Is Swarming?
- How to Run Kanban Replenishment Meetings
- What Is Proto-Replenishment?
- How to Do Delivery Planning Meetings
- How to Do Service Delivery Reviews
- How to Do Kanban Operations Reviews
- How to Do Kanban Risk Reviews
- How to Do Kanban Strategy Reviews
Tracking Agile Kanban Performance
- Introduction To Tracking Agile Kanban Performance
- How to Use Cycle Time Scatter Plots in Agile Kanban
- How to Use Lead Time Scatter Plots in Agile Kanban
- How to Use Cumulative Flow Diagrams to Track WIP in Agile Kanban
- What Is Little’s Law in Agile Kanban?
- How to Use Throughput Run Charts in Agile Kanban
- How to Use Block Resolution Time Charts in Agile Kanban
- How to Use Cumulative Flow Diagrams to Track Blockers in Agile Kanban
- How to Use Cycle Time Histograms in Agile Kanban
- How to Use Lead Time Histograms in Agile Kanban
- How to Use Aging Charts to Track WIP in Agile Kanban
- How to Use Throughput Histograms in Agile Kanban
- How to Calculate Flow Efficiency in Agile Kanban
- What Is a Monte Carlo Simulation?
- Collecting Data For Agile Kanban Performance Metrics
Total Quality Management (TQM)
Virtual Management Systems
- What Is a Virtual Management System?
- Forming Virtual Teams
- How to Create a Virtual Management System Board
- Using Technology to Enable Virtual Management
- How to Run a Virtual Management Meeting
- How to Build Virtual Management System Discipline
- Getting Started with Virtual Management Systems
- How To Do Virtual Gemba Walks
- Weekly Virtual Team Meeting Example (Edited)
- Weekly Virtual Team Meeting Example (Full length)
Creative Tension
Fault Tree Analysis
How to Do Brainstorming
- What Is Brainstorming?
- Getting Started with Brainstorming
- How to Do Brainstorming
- What Is an Affinity Diagram?
- How to Create an Affinity Diagram
- How to Create a PICK Chart
- Multi-Voting with the N/3 Method
- How to Facilitate Brainstorming
- How to Use a Parking Lot to Stay On Track
- How to Jumpstart Brainstorming
How To Do Cross-Training
Failure Modes and Effects Analysis (FMEA)
- What Is Failure Modes and Effects Analysis (FMEA)?
- Getting Started with FMEA
- The Eight Key FMEA Terms
- How to Form Effective FMEA Teams
- How to Scope FMEA Projects
- FMEA Step 1: Identify Failure Modes
- FMEA Steps 2 and 3: Identify Failure Effects and Assign Severity Rankings
- FMEA Steps 4 and 5: Identify Failure Causes and Assign Occurrence Rankings
- FMEA Steps 6 and 7: List Current Controls and Assign Detection Rankings
- FMEA Steps 8, 9, and 10: Calculate RPNs, Address Priority Items, and Recalculate RPNs
- How to Set Severity, Occurrence, and Detection Ranking Scales for FMEA
- What Is a Control Plan?
- Using FMEA in Six Sigma DMAIC
- What Is Failure Modes and Effects Criticality Analysis (FMECA)?
- How to Use a Criticality Matrix for FMECA
- Failure Modes and Effects Analysis Versus Fault Tree Analysis
Bowtie Analysis
Cell Design
- Managing Cellular Workflow
- Getting Started with Cell Design
- How to Perform a P-Q Analysis for Cell Design
- How to Create a Parts-Process Matrix for Cell Design
- How Many Cells Do We Need?
- How to Use a Process Capacity Table for Cell Design
- When to Build Multiple Slower Cells
- How to Arrange Equipment in a Cell
- How to Select Equipment for a Cell
- What Is Right-Sized Equipment?
- How to Build Flexibility Into Cells
- How to Set Equipment Spacing in a Cell
- How to Design Cellular Workflow Around People
- What Is a Yamazumi Chart?
- How to Use a Yamazumi Chart
- How to Calculate Crew Size for Standard Work
- How to Move Materials In and Out of Cells
- How to Practice Visual Management in a Cell
- How Cells Change Cost Reporting
Internal Logistics
What is Internal Logistics?
How to Build a Supermarket
- What Is a Supermarket?
- The Five Types of Supermarkets
- How to Develop a Parts Supermarket
- How to Calculate Supermarket Inventory Levels
- How to Determine Supermarket Space Requirements
- How to Calculate Supermarket Parts Storage Space
- What Are Small Reusable Containers for Internal Logistics?
- How to Select Parts Containers for Internal Logistics
- How to Create a Supermarket Address System
- How to Set Supermarket Picking and Placing Rules
- How to Manage Supermarket Inventory Minimums and Expediting
- How to Manage Supermarket Inventory Maximums and Overflows
How to Design Internal Logistics Delivery Routes
- How to Design Internal Logistics Delivery Routes
- The Four Types of Delivery Routes
- How to Design Delivery Routes
- How to Select Conveyance Methods for Internal Logistics
- How to Simulate Delivery Routes
- How to Prepare Standard Work for Internal Logistics Delivery Routes
- How to Set Delivery Route Intervals
- How to Prepare a Delivery Route Standard Work Sequence Sheet
- How to Balance Delivery Route Times to Delivery Intervals
- How to Prepare a Delivery Route Standard Work Layout
- How to Prepare a Delivery Route Standard Work Instruction Sheet
- How to Use Pull Signals for Internal Logistics
- How Many Pull Signals Do We Need in a Delivery Loop?
What is a Water Spider?
- What Is a Water Spider?
- Getting Started with the Water Spider Role
- How to Create Standard Work for Water Spiders
- How to Set Water Spider Work Cycle Intervals
- How to Prepare a Water Spider Standard Work Sequence Sheet
- How to Prepare a Water Spider Standard Work Layout
- How to Prepare a Water Spider Standard Work Instruction Sheet
QFD - Quality Function Deployment
- What Is QFD Quality Function Deployment?
- How to Create a House of Quality 1st Level QFD Matrix
- How to Collect Voice of the Customer Data
- How To Convert VOC Data Into Measurable Customer Requirements
- How to Translate Customer Requirements into Technical Requirements Part 1 of 2
- How to Translate Customer Requirements into Technical Requirements Part 2 of 2
- How to Use 2nd, 3rd, and 4th Level QFD Matrices
- Keys to Implementing QFD
Facilitation
- What Is Facilitation?
- Getting Started with Facilitation
- Facilitation Skill #1: Being Prepared
- Facilitation Skill #2: Creating an Agenda
- Facilitation Skill #3: Engaging All Participants
- Facilitation Skill #4: Active Listening
- Facilitation Skill #5 Maintaining Focus
- Facilitation Skill #6: Timekeeping
- Facilitation Skill #7: Enabling Achievement
- How Facilitators Use Games, Simulations, and Icebreakers
- How Facilitators Motivate Participants
- How to Use a Parking Lot to Stay On Track
- How to Use SPACER to Start Meetings
Change Management
- What Is Change Management?
- Getting Started with Change Management
- What Is a Steering Committee?
- How to Form a Steering Committee
- Using a Steering Committee Meeting Agenda
- How to Use a RACI Chart
- What Is Risk Management?
- What Is Stakeholder Management?
- How to Create a Stakeholder Map
- How to Create an Influence Matrix
- How to Create a Stakeholder Engagement Plan
- How to Create a Communication Plan
- Managing Resistance to Change
- Performance Metrics for Change Management
- How to Create a Sense of Urgency for Change
- How to Analyze STEEP Factors
- How to Conduct a Gap Analysis
- How to Conduct a SWOT Analysis
- How to Create a Risk Matrix
- How to Conduct a Force Field Analysis
Lean Finance
- Getting Started with Lean Finance
- How Continuous Improvement Helps the P&L
- How Continuous Improvement Reduces COGS
- How Continuous Improvement Reduces Inventory Carrying Costs
- How to Calculate Soft Savings
- How Lean Can Make a Company's P&L Look Worse
- Why Don't We See Financial Results from Our Improvements?
- What Is Absorption Costing?
- Why Move Away from Absorption Costing?
- How to Start Moving Away from Absorption Costing
- Direct Costing vs. Value Stream Costing
- Make-to-stock, Make-to-order, And Deferred Revenue Recognition
- Lean Budgeting and Forecasting
- How to Improve the System as a Whole