- Leadership Team
- How to Join
LGN is a community of lean thought leaders and practitioners with the goal of making things better by advancing lean thinking and practice throughout the world. Founded by Jim Womack and Dan Jones in 2007, LGN supports the members in three fundamental ways:
- Share knowledge on lean thinking and practice to develop skills within the community
- Collaborate on joint company projects and events
- Develop new educational materials such as publications and training
LGN has working relationships and learning partnerships with individuals and organizations throughout the globe. Partners come from all walks of life â€“ industry, university faculty, researchers, member associations, retired lean practitioners, healthcare organizations, government agencies, and NGOs to name a few examples. We are mission driven and therefore our goals are to help others:
- Provide more fulfilling work and continued personal development
- Enable individuals to realize and create more value
- Minimize resource use and environmental impact
- Improve organizational performance
- Raise living standards for society
As members of the LGN community, we work together to develop and strengthen our lean thinking capabilities to create value for our customers and ensure the success of our organizations.
How do we do it?
- Action research
- Education programs developed by lean thought leaders
- Annual summits and more frequent, smaller/focused events
- Thought leadership and publishing: Planet Lean, our newsletter, e-letters from John Shook and Jim Womack,Â The Lean Post
- Participation in annual Board of Directors and regional team meetings
- Participation in institute site visits
- Internal business practices
- Co-learning partners to observe project and improvement work
- Institute development - annual plan and A3 reflection process with Executive Committee coaches
- Access to LGN thought leaders to speak at events and lead learning sessions
- Participate in multi-institute, Co-Learning Partnerships / Projects
- Discounts at LGN events and on LGN products and services
- Collaborate to develop new methods to engage with our communities
- Lean Transformation Model
- Developing Lean Leaders
- Lean Practitioner Program
John Y. Shook
John Shook is recognized as a true sensei who enthusiastically shares his knowledge and insights within the Lean Community and with those who have not yet made the lean leap.
Shook learned about lean management while working for Toyota for nearly 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and subsequently to other operations around the world. While at Toyotaâ€™s headquarters, he became the companyâ€™s first American kacho (manager) in Japan. In the U.S., Shook joined Toyotaâ€™s North American engineering, research and development center in Ann Arbor, MI, as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, KY, assisting North American companies implement the Toyota Production System. As co-author of Learning to See John helped introduce the world to value-stream mapping. John also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. In his latest book Managing to Learn, he describes the A3 management process at the heart of lean management and leadership.
Shook is an industrial anthropologist with a bachelorâ€™s degree from the University of Tennessee, a masterâ€™s degree from the University of Hawaii, and is a graduate of the Japan-America Institute of Management Science. He is the former director of the University of Michigan, Japan Technological Management Program, and faculty of the universityâ€™s Department of Industrial and Operations Engineering. Shook also helps companies learn lean management through the Lean Transformations Group, LLC, and the TWI Network, Inc.
Jose R. Ferro
President and founder of Lean Institute Brasil. Vice-chair of the Lean Global Network. Senior Advisor of the Lean Enterprise Institute in the U.S.A. One of the founders of the lean global movement. Speaker Â in conferences and events in 26 countries. Researcher at the MIT project Â that lead to the publication of the book â€œThe Machine that changed the worldâ€ where the term lean was coined. Author of chapters of the Portuguese-language version of the books â€œThe Machine that Changed the Worldâ€ and â€œLean Thinkingâ€ by Womack and Jones. Holds a B.S. in Production Engineering and a masterâ€™s degree and Ph.D. in Business Administration.
Drs. RenÃ© Aernoudts heads the Dutch Lean Management Instituut in Zeist, The Netherlands, which he founded in February 2004. Before founding the institute RenÃ© was one of the managing directors of a consulting firm for almost 8 years, specializing in Lean. After graduating at Erasmus University in Rotterdam he became a lecturer at two Business Schools. He then worked in Logistics at the Flower Auction before starting his consulting career.
RenÃ© Aernoudts assisted over 120 companies in their Lean journey, both in manufacturing, process and service organizations, and together with his team at LMI he published books on Lean in Dutch and he runs Lean summits, workshops and projects for Dutch and international organizations all over the world. RenÃ© is one of the four members of the Executive Committee of the Lean Global Network, European Regional leader and leads several international projects. He is the founder of http://www.planet-lean.com. Planet Lean is the official online publication of Lean Global Network, launched in February 2014 with the aim to share the knowledge on lean thinking and practice gained by LGNâ€™s institutes around the world, their partners and customers.
Tomasz Koch is president and co-founder of Lean Enterprise Institute Polska created in 2006 whose main purpose is to disseminate the principles and practices of Lean Thinking in companies and other organizations in Poland.
Before starting an independent Lean Institute Prof. Tomasz Koch created Lean Manufacturing Program at Wroclaw University of Technology in 1999. The main focus of the program was to develop a lean training program offered by Wroclaw Centre for Technology Transfer. His team was then supported by Lean Program of Center for Manufacturing, University of Kentucky.
Prof. Tomasz Koch is co-author of the Polish edition of Learning to See, Creating Continuous Flow, Making Materials Flow and Seeing the Whole as well the author of the forewords to those workbooks.
Currently he is professor at the Mechanical Engineering Faculty, Centre for Advanced Manufacturing Technologies (CAMT) within Institute of Production Engineering and Automation of the Wroclaw University of Technology. He is an author or co-author of over 100 scientific papers and articles and successfully supervised 10 PhDs.
He holds M.Sc. in Applied Mathematics from Wroclaw University of Technology (1980), a Ph.D. from the same university (1984) and D.Sc. from Technical University of Cracow (1996) both in Mechanical Engineering, and professor title (2006). He has international experience both in education and research from University of Stuttgart (2,5 years), Brunel University in London (9 months) and being full time visiting associate professor at Central Connecticut State University.
John Oâ€™Donnell joined the Lean Enterprise Institute in November, 2007 to serve as the first Executive Director of the Lean Global Network (LGN).Â At LGN John oversees a network of 16 institutes whose mission it is to advance lean thinking and practice throughout the world in order to make things better for individuals, organizations and society.Â As Executive Director, Johnâ€™s role is to encourage LGN institutes and partners to work together to develop and strengthen their lean thinking capabilities in order to create value for customers and ensure the success of our institutes.
John joined LEI in after 30 years of service with the U.S. Department of Transportationâ€™s Research and Innovative Technology Administration (RITA).Â Within RITA, John ran a fee-for-service organization leading a staff of 160 transportation professionals overseeing a $50 million research portfolio.Â John also served as the Acting Associate Administrator of the Bureau of Transportation Statistics towards the end of his DOT career.
John was one of the federal governmentâ€™s lead analysts in the Chrysler loan guarantee deliberations and was a principal author of the landmark Department of Transportation Report to the President on the U.S. Automobile Industry, 1980 which publicly introduced the â€œ$1,500 comparative cost advantage of the Japanese automakersâ€.Â This significant finding pointed to the fundamental differences between the Japanese and western production process and served as the launching point for many of the industrialized nationsâ€™ investigations into the Toyota production system, including MITâ€™s International Motor Vehicle Program.
From 1987-90, John served as Program Coordinator and Research Affiliate for Massachusetts Institute of Technologyâ€™s International Motor Vehicle Program.Â The program produced the critically acclaimed book, The Machine That Changed the World.
John holds degrees in Economics and Management from Boston College and the University of New Hampshire and was a member of the federal governmentâ€™s Senior Executive Service for over seven years during which he completed several courses in leadership at the Federal Executive Institute in Charlottesville, Virginia.
Through its network of 16 institutes and informal partnerships, LGN has a presence in seven regions across the globe and a virtual presence in most of the world's countries via its online community. LGN would like to expand its reach in order to have a greater impact advancing lean thinking and practice across the globe.While still looking to support the development of new institutes, LGN is developing regional growth strategies based on partnerships with local lean thought leaders and organizations that share both our mission and our point-of-view related to lean thinking, practice, and organizational transformation.The LGN partnership process follows: