“The Goal: A Process of Ongoing Improvement” by Eli Goldratt. Learn how to use the Theory of Constraints to identify and eliminate process bottlenecks.
Lean East clients experience increased profit and improved outcomes. Our business case for Lean thinking and Lean engagements includes five client examples.
We define and explain the differences between push and pull in Lean Six Sigma, and why the goal is to “flow value at the pull of the customer.”
Learn the difference between the Lean wastes of Motion and Transportation (with examples) and how to eliminate these wastes from your processes.
Lean East develops high performing organizations (HPOs) using Lean Six Sigma methods by focusing in three areas: People, Processes, and Performance. Learn more.
A summary of The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. How many of these principles are you following?
How should an organization new to Lean thinking select a good initial Lean project? Click here for our project selection matrix with eight things to consider.
Establishing a Balanced Scorecard of Key Performance Indicators (KPIs) supports improvement. KPIs exist for every process and team; have you identified yours?
Do you have a process improvement process? Click here to learn about the A3 method and receive a free copy of Lean East’s proven format.
It is time to move away from command-and-control management, sharing purpose and knowledge while extending trust to every worker