Appendix A: A Lean Tutorial
is appendix does not attempt to show how to use every Lean tool; you
can nd that in many other books. My intent is to provide you with a basic
tutorial on Lean. Even if you’re familiar with the Lean toolbox, you may
want to review this section because it oers you a summary of the tools
that are used over the course of a Lean transformation. You also get a valu-
able perspective on how each tool is used, when it should be used, what it
can accomplish, and how it drives the True North metrics.
I organize these tools into a few general categories: top-level tools for
executive leadership; tools that principally improve quality; tools that
principally build ow; tools that principally improve cost and productiv-
ity; tools that support human development; and tools that are specically
used in the area of product or service development. Almost all of these
tools have a positive impact on the four True North metrics, so I group
them under the True North metrics that they tend to impact most directly.
As noted, setting True North improvement goals in the double-digit area
(10 percent or more per year) will have a positive impact on each line item
of an income statement and balance sheet.
TOP-LEVEL TOOLS FOR EXECUTIVE LEADERSHIP
A few tools are oriented toward the enterprise-level perspective of the
Transformation Value Stream Analysis
I discuss in Chapter 3 how value stream analysis can help an organiza-
tion learn to see waste in its work, and how such analysis can help build
an improvement plan. In addition to value stream analysis, there is a tool
called transformation value stream analysis (TVSA) that takes a top-level
view of a corporation (see Figure A.1).
TVSA identies key value streams at the top level of the enterprise,
assesses their performance as seen by the multiple stakeholders in the