I started studying and applying Lean principles at Wooden Ships in the Spring of 2007 and the initial results were immediate and transformational. I quickly realized that this approach could not only help our company to excel but also could benefit anybody anywhere in the world. Having seen what Lean has done for Wooden Ships first hand; I now fully support the Lean Enterprise Institutes mission to Advance Lean Thinking & Practice Throughout the World. It is the best path I have found so far toward sustainability and long-term mutual prosperity.

There are plenty of places to learn more about it. I have listed some useful links to good resources below. It is worth investing your time in understanding Lean and then testing it in your own areas of influence. You will not be disappointed if you do this seriously. Start small and learn as you go.

The overview by Craig Gjerdingen of The Toyota Way Field Book is a great summary for anyone just getting started.

Wooden Ships goes solar.jpg
Wooden Ships factory.jpg
In November of 2015 Wooden Ships goes solar removing waste from their energy procurement "value stream."
A new factory and a new opportunity to make value flow starts in 2013..
John Shook and Tom Harada visit Wooden Ships in Bali May 14, 2010. His message: Focus
on quality and people. Teach a few people deeply so that they can do the same.
Six retired TPS (Toyota Production System) specialists from Japan visited Wooden Ships Bali factory
on June 30, 2011 accompanied by Tom Harada. Their message: Find the weak point in each value stream.
Fix it. Repeat. Keep the kaizan simple.
Practicing the Toyota Kata with Mike Rother at Detroit Diesel. His message: Keep it as close to now
as possible. Understanding why things fail is the key to learning. Understanding does not equate to
competency. Practice is essential. Daily is best. November, 2010.

SECTION I – Long-Term Philosophy
PRINCIPLE 1 – Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
SECTION II – The Right Process Will Produce the Right Results
PRINCIPLE 2 – Create a continuous process flow to bring problems to the surface.
PRINCIPLE 3 – Use pull systems to avoid over-production.
PRINCIPLE 4 – Levelout the workload.
PRINCIPLE 5 – Build a culture of stopping to fix problems, to get quality right the first time.
PRINCIPLE 6 – Standardized tasks and processes are the foundation for continuous improvement and employee empowerment
PRINCIPLE 7 – Use visual controls so no problems are hidden.
PRINCIPLE 8 - Use only reliable, thoroughly tested technology that serves your people and processes.
SECTION III – Add Value to the Organization by Developing your People
PRINCIPLE 9 – Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
PRINCIPLE 10 – Develop exceptional people and teams who follow your company’s philosophy.
PRINCIPLE 11 – Respect your extended network of partners and suppliers by challenging them and helping them improve.
SECTION IV – Continuously Solve Root Problems to Drive Organizational Learning
PRINCIPLE 12 – Go and see for yourself to thoroughly understand the situation.
PRINCIPLE 13 – Make decisions slowly by consensus thoroughly considering all options, implement decisions rapidly.
PRINCIPLE 14 - Become a learning organization through relentless reflection and continuous improvement.

Recommended Reading:
The Toyota Way by Jeffrey Liker
The Toyota Way Fieldbook by Jeffrey Liker & David Meier
Lean Thinking by James Womack & Daniel T. Jones
Learning to See by John Shook and Mike Rother
Managing to Learn by John Shook
Toyota Kata by Mike Rother
Gemba Walks by James Womack
The Lean Turnaround by Art Byrne
Leading the Lean Enterprise Transformation by George Koenisaecker
TPM - An Introduction to TPM by Nakajima
Toyota Production System by Taiichi Ohno
Workplace Management byTaiichi Ohno
The High-Velocity Edge by Steven J. Spear
The Fifth Discipline by Peter Senge
The Talent Code by Daniel Coyle
Rework (37Signals) by Jason Fried & David Heinemeier Hansson
The Outstanding Organization by Karen Martin
TPS Expert interviews compiled by Art Smalley: http://www.artoflean.com/interviews.htm
The Toyota Way to Continuous Improvement by Jeffrey Liker and James Franz
Follow The Learner by Dr. Sami Bahri
Creating Continuous Flow by Mike Rother and Rick Harris
Making Materials Flow by Rick Harris, Chris Harris and Earl Wilson
Made-To-Order Lean (Excelling in a High-Mix, Low-Volume Environment) by Greg Lane
...there are plenty more but these are good starting points

Lean Process

The five-step thought process for guiding the implementation of lean techniques are easy to remember, but not always easy to achieve:
  1. Specify value from the standpoint of the end customer by product family.
  2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
  3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
  4. As flow is introduced, let customers pull value from the next upstream activity.
  5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

Lean Principles
Lean Principles

Source: http://www.lean.org/WhatsLean/Principles.cfm



PDCA (plan–do–check–act) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA)...
Source: Wikipedia


My Presentations:

Lean Post articles

Introduction to Lean Thinking & Practice - April 24, 2014 - EcoSmart - Solutions for Life Week, Bali, Indonesia

Transformation - March 25, 2014 - Lean Enterprise Institute, Cambridge, MA

Improving Work While Developing People - March 5, 2014 - Lean Transformation Summit, Orlando, FL

Speed to Market - February 24, 2010 - BEDO (Bali Export Development Organization), Bali, Indonesia

An Introduction to Lean - September 18, 2007 - BEDO (Bali Export Development Organization), Bali, Indonesia