With 14 new definitions touching on management, healthcare, startups, manufacturing, and service, the 5th edition of the Lean Lexicon, is the most comprehensive edition yet of the handy and practical glossary for lean thinkers. The latest Lexicon, updated in 2014, contains 60+ graphics and 207 terms from A3 Report to Yokoten. The Lexicon covers such key lean terms as andon, jidoka, kaizen, lean consumption, lean logistics, pull, plan-for- every-part, standardized work, takt time, value-stream mapping, and many more. The new terms are: • Basic Stability • Coaching • Gemba Walk • Huddle • Kamishibai Board • Kata • Leader Standard Work • Lean Management • Lean Management Accounting • Lean Startup • Problem Solving • Service Level Agreement • Training Within Industry (TWI) • Value-stream Improvement Unlike most other business glossaries in print or online, the Lexicon, introduced in January 2003, is focused exclusively on lean thinking and practice. Like the past four, the fifth edition of the Lean Lexicon incorporates terms and improvement ideas from our customers. We continue to welcome suggestions from the growing lean community in its traditional industries and beyond.

The Lean Enterprise Institute (LEI) is a nonprofit publishing, training, and research organization founded in 1997 to promote the principles of lean thinking in every aspect of business and across a wide range of manufacturing and service industries. A major LEI objective is to create a complete toolkit for Lean Thinkers to use in transforming traditional businesses. The lean toolkit is intended to be a dynamic and continually evolving means of sharing knowledge between Lean Thinkers. We value your feedback on the tools and encourage you to send us ) your experiences using them. We also encourage you to visit to see LEI's complete catalog of products for facilitating your lean journey and to read more about the content of our monthly workshops and the schedule of dates and locations.[Source : 4e de couv.].

Lean Project Delivery and Integrated Practices in Modern Construction is the new and enhanced edition of the pioneering book Modern Construction by Lincoln H. Forbes and Syed M. Ahmed. This book provides a multi-faceted approach for applying lean methodologies to improve design and construction processes. Recognizing the wide diversity in the landscape of projects, and encompassing private and public sector activity, buildings and infrastructure, the book expands upon the detailed coverage of integrated project delivery and new lean tools and techniques to include: Greater emphasis on the importance of creating a lean culture and the initiatives required to transform the industry; Expanded discussions of the foundational writings in lean construction theory; Exploration of the synergies between "lean" and "green" initiatives; Specific procedures for modifying planning and scheduling activities to improve the performance of the project team; Expanded sections on quality, and topics that have become a part of the lean lexicon, such as Choosing by Advantages, "line of balance"/location-based scheduling, virtual design teams, takt time planning and set-based design; Discussion questions for beginners and advanced lean practitioners; and Improved cross-referencing within the text to help the reader navigate the frameworks, techniques and tools to support the application of lean principles. The techniques described here enhance the use of resources, reducing waste, minimizing delays, increasing quality and reducing overall costs. They enable practitioners to improve the quality of the built environment, secure higher levels of customer/owner satisfaction, and simultaneously improve their profitability. This book is essential reading for all those wanting to be at the forefront of construction management and lean thinking.

In this book, author Sadao Nomura taps into his decades of experience leading and advising Toyota operations in a wide variety of operations to tell the story of radical improvement at Toyota Logistics & Forklift (TL&F). This book tells in great detail what the author did with TL&F, how they did it, and the dramatic results that ensued. TL&F has long been a global leader in its industry. TL&F is part of Toyota Industries Corporation, which was founded by Toyota Group founder Sakichi Toyoda almost 100 years ago. Sakichi Toyoda is legendary in the Lean community as the originator of the all-important "JIDOKA" pillar of TPS, which ensures 1) built-in quality and 2) respect for people through ensuring that technology works for people rather than the other way around. Although TL&F seemed to be performing well, insiders knew that, as the founding company of the Toyota group, it needed to do better, especially in the quality performance of its global subsidiary operations. But improvement would not be easy in a company that already prided itself in its history as an exemplar in providing highest quality products and services. In 2006, TL&F requested assistance from Sadao Nomura. The initial request was for Mr. Nomura to support quality improvement in three global operations that had become part of TL&F through acquisition: US, Sweden, and France. Improvement was expected at these affiliates, but the dramatic nature of the improvement was not. Further, the improvement activities were so powerful that they were also instituted at the parent operations in Japan. Over a period of almost ten years, the company with the name most associated with product quality experienced quality improvement unparalleled in its history. "Dantotsu" means "extreme," "radical," or "unparalleled."

"About as close you can get to the perfect cerebral thriller: searingly smart, ridiculously funny, and fast as hell. Lexicon reads like Elmore Leonard high out of his mind on Snow Crash." —Lev Grossman, New York Times bestselling author of The Magicians and The Magician King “Best thing I've read in a long time . . . a masterpiece.” —Hugh Howey, New York Times bestselling author of Wool Stick and stones break bones. Words kill. They recruited Emily Ruff from the streets. They said it was because she's good with words. They'll live to regret it. They said Wil Parke survived something he shouldn't have. But he doesn't remember. Now they're after him and he doesn't know why. There's a word, they say. A word that kills. And they want it back . . .

The Creating Level Pull workbook shows you how to advance a lean transformation from a focus on isolated improvements to improving the entire plantwide production system by implementing a lean production control system. "The workbook is unique because it is a step-by-step case study on how to implement a level, pull-based production control system," said author Art Smalley. This is a new step towards 'system kaizen that is not yet well understood outside of Toyota.The lean efforts at most companies focus on "point kaizen" (e.g., reducing set up times, implementing 5S, etc.) that improves a small portion of the value stream running from raw materials to finished products. Or they focus on "flow kaizen" that improves the entire value stream for one product family. Creating Level Pull shows how companies can make the leap to "system kaizen" by introducing a lean production control system that ties together the flows of information and materials supporting every product family in a facility. With this system in place, each production activity requests precisely the materials it needs from the previous activity and demand from the customer is levelled to smooth production activities throughout the plant.[Source : 4e de couv.].