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 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)
  10. 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
  11. Value Stream Mapping

  12. 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
  13. 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?
  14. 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?
  15. 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?
  16. Improving Government Service Delivery with Value Stream Mapping

    1. Improving Government Service Delivery with Value Stream Mapping
  17. Business Process Mapping

    1. What Is a Flowchart?
    2. How to Create a Flowchart
    3. How to Make Process Maps with Sticky Notes
    4. How to Create Process Charts
    5. What Is Swim Lane Mapping?
    6. How to Create a Swim Lane Map
    7. What Is a Makigami Analysis?
    8. How to Do a Makigami Analysis
    9. What Is Transactional Value Stream Mapping?
    10. Current State Value Stream Mapping of Treetop Purchasing
    11. Future State Value Stream Mapping of Treetop Purchasing
    12. Creating a Current State Transactional Value Stream Map
    13. Creating a Future State Transactional Value Stream Map
  18. 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
  19. Toyota Kata

  20. 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
  21. Kata in the Classroom

    1. Kata in the Classroom with Mike Rother
    2. Run Your Own Kata in the Classroom
  22. Lean Daily Management

  23. Daily Management System

    1. Daily Management System Overview
    2. Getting Started with a Daily Management System
    3. How to Conduct a DMS Readiness Assessment
  24. Daily Accountability Process

    1. Daily Accountability Process Overview
    2. Getting Started with the Daily Accountability Process
    3. The Role of Team Leaders in Daily Management
    4. Team Design For Daily Management
    5. How to Create a Team Huddle Agenda
    6. How to Build an Escalation System
    7. How to Select Meaningful Metrics for DMS
  25. 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
  26. Process Confirmation

    1. Process Confirmation Overview
    2. Getting Started with Process Confirmation
    3. Processes Confirmation with a Kamishibai System
    4. Process Confirmation At Molding Operation
    5. Process Confirmation And Auditing Standards With The Kamishibai Board At NFI
    6. The 5s Process Audit Checklist At City Of Grand Rapids
    7. Process Confirmation Using The T-board System At Techno Aerospace
  27. Leader Standard Work Essentials

    1. Leader Standard Work Overview
    2. Getting Started with Leader Standard Work
    3. How to Do a DILO Analysis
    4. Leader Standard Work for Daily Management: Putting It All Together
  28. Visual Management

    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
  29. Coaching for Daily Management

    1. Coaching Daily Management
    2. Tips for Coaching Through Leader Standard Work
    3. Example Role Play of Leader Standard Work Coaching
    4. The Coaching Kata: A Routine for Learning to Coach the Improvement Kata
    5. Introducing the Coaching Cycle
    6. Storyboards and the Coaching Cycle Part 1
    7. Practicing the Coaching Cycle Part 2
  30. 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
  31. 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?
  32. 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
  33. Daily Accountability Process Workshop

    1. Introduction To Burgess Health Center
    2. What Is A Huddle?
    3. Why And How Burgess Committed To Huddles
    4. Lessons Learned From Rolling Out Huddles
    5. Demonstrating The Huddle Process
    6. Coaching For Leaders To Attend Huddles
    7. Audience Q&A - What Is An Optimum Number Of People For A Huddle?
    8. Audience Q&A - How Long Does A Huddle Last? Do They Huddle At The Beginning Of The Shift?
    9. Audience Q&A - How Do You Make Sure The Discussions Stay On Topic?
    10. Audience Q&A - How Do You Handle Ideas From The Huddle That Don't Make Sense Or That You Won't Implement?
    11. Audience Q&A - Do You Report Out On Ideas During The Next Huddle?
    12. How The Daily Action Board Builds Accountability
    13. How To Use The Daily Action Board
    14. Daily Stand Up Meeting
    15. Collaboration On Action Items Through Visual Management
    16. Recognition And Celebration On The Action Board
    17. Key Points For Visual Management With The Action Board
    18. Audience Q&A - How Long Is This Meeting And Do You Have Other Morning Meetings?
    19. Audience Q&A - How Does This Meeting Differ From The Tier Meeting When The Supervisor Meets With Operators?
    20. Audience Q&A - Is The Action Board Similar To Reviewing SQDC Metrics?
    21. Audience Q&A - How Many Action Boards Do You Have?
    22. Audience Q&A - How Do You Share Information Between Plants For Similar Issues?
    23. Audience Q&A - Have You Ever Implemented Electronic Action Boards That Display Data From A Portal?
    24. Audience Q&A - Is There A Close-of-business Meeting And If So Would You Reevaluate What Should Happen The Next Day?
    25. Audience Q&A - Who Facilitates The Problem Solving?
    26. Audience Q&A - How Do You Reward And Recognize People For Good Actions And Improvements?
    27. Audience Q&A - Who Should Attend The Daily Stand Up Meeting?
    28. How Do You Manage The Action Items On Post-its?
    29. How To Get Started With Action Boards?
    30. Daily Management And Strategic Alignment
    31. Visual Management Of Work Through Huddle Boards
    32. Standard Meeting Management Process
    33. Personal Kanban Board At The Fire Department
    34. Daily Accountability Through Team Training And Observations About Daily Accountability Processes At Kaas Tailored
    35. The CMMS Business Operations Group Weekly Huddle
    36. Bi-weekly Visit By Senior Executives To Huddle Boards
    37. Area Improvement Center Huddle Board
    38. The Morning Meeting At Specialty Silicone Fabricators
    39. Morning Standup Meeting At Menlo Innovations
  34. 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
  35. Leader Standard Work Workshop

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

    1. What Is A Lean Supervisor?
    2. A Day In The Life Of A Lean Supervisor - Prepare For The Day
    3. A Day In The Life Of A Lean Supervisor - The Daily Startup Meeting
    4. A Day In The Life Of A Lean Supervisor - Check Standards, Quality, Safety
    5. A Day In The Life Of A Lean Supervisor - Update Hour-by-hour Chart
    6. A Day In The Life Of A Lean Supervisor - Confirm Smooth Start Up And Gemba Walks
    7. A Day In The Life Of A Lean Supervisor - Kaizen On The Line
    8. A Day In The Life Of A Lean Supervisor - Plan For Overtime, Shift Handover, And Next Day
    9. Example Standard Work For a Lean Supervisor
    10. Characteristics Of A Lean Supervisor
    11. Exercise - 5 Days In My Work Life
    12. Audience Q&a - Do You Have Any Advice For How These Lean Supervisor Principles Can Apply Outside Of Manufacturing?
    13. Audience Q&A - Where Can I Learn More About The Kamishibai System?
    14. Audience Q&a - We Have Communication Boards, But No One Uses Them, How Can I Encourage Supervisors To Use Them?
    15. Audience Q&a - Is There No Free Time Alloted For Meeting Or Surprises?
    16. Audience Q&A - Some Tasks Are More Critical Than Others, Shouldn't They Be Identified?
    17. Audience Q&a- How Does The Day In The Life Change As The Manager Becomes More Senior, Up To The Executive Level?
    18. Audience Q&A - How Do You Insure Meetings Are Kept Under 5 Minutes And Are Focused?
    19. Audience Q&A - What Did You Mean By "Prepare The Operator To Learn"?
    20. Audience Q&A - Are There Any Kaizen Solutions Or Programs Tailored To Healthcare?
    21. Audience Q&a - How Can I Develop A Good Cross Training Program?
  37. 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
  38. 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
  39. 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
  40. 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
  41. 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
  42. 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
  43. 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
  44. 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
  45. 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
  46. 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
  47. 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
  48. TWI - Training Within Industry

  49. 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
  50. 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
  51. 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)
  52. 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
  53. 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
  54. Simulations

  55. 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
  56. Lean Accounting

  57. 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
  58. 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
  59. 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?
  60. Gemba Glossary

    1. 5S
    2. Seven Wastes (7W)
    3. What does "Gemba" mean?
    4. 5 Why
    5. Value Stream
    6. Value Stream Mapping
  61. 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?