Theory of Constraints
“The Goal: A Process of Ongoing Improvement” by Eli Goldratt. Learn how to use the Theory of Constraints to identify and eliminate process bottlenecks.
The Business Case for Lean
Lean East clients experience increased profit and improved outcomes. Our business case for Lean thinking and Lean engagements includes five client examples.
The Difference Between Push and Pull
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.”
8 Lean Wastes: Transportation vs Motion
Learn the difference between the Lean wastes of Motion and Transportation (with examples) and how to eliminate these wastes from your processes.
Developing High-Performing Organizations
Lean East develops high performing organizations (HPOs) using Lean Six Sigma methods by focusing in three areas: People, Processes, and Performance. Learn more.
The Toyota Way Management Principles
A summary of The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. How many of these principles are you following?
Selecting a Lean Project
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.
Understanding Key Performance Indicators
Establishing a Balanced Scorecard of Key Performance Indicators (KPIs) supports improvement. KPIs exist for every process and team; have you identified yours?
The Power of A3 Process Improvement
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.
Team of Teams
It is time to move away from command-and-control management, sharing purpose and knowledge while extending trust to every worker
