- 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 and 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
- Participation in an annual network-wide meeting 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.
Executive Committee Memberinfo@leaninstituut.nl
Drs. Rene Aernoudts heads the Dutch Lean Management Instituut in Zeist, The Netherlands, which he founded in February 2004. Before founding the institute Rene 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.
Rene 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. Rene 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 LGN institutes around the world, their partners and customers.
Executive Committee Membertomasz.email@example.com
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.
Executive Committee Memberoriol.firstname.lastname@example.org
Oriol Cuatrecasas heads the Instituto Lean Management (ILM) in Barcelona, Spain. ILM Spain spreads Lean Thinking throughout Spain and collaborates with organizations in Spanish speaking countries to promote Lean activities.
Executive Committee Memberinfo@istitutolean.it
Electronic Engineer, was working for about 20 years, first as electronic designer, later as Manager in Manufacturing OEM Companies in Telecommunication and Automotive Sectors. He has some patents in telecommunication products.
Lean experience started in 2004 as Industrial Manager, transforming Production and Technical departments of a Tier One supplier of main Automotive producers.
From 2009 has been working as trainer and coach in several projects of Lean transformation.
Main kills in implementing Lean Transformation Framework, Hoshin Kanri, A3, Value Stream Mapping, in Manufacturing and Services environments.
Executive Committee Memberdave@leanuk.org
CEO, Lean Enterprise Academy
David has been both applying and researching lean since 1990. He manages activities at the Lean Enterprise Academy and helps firms making a lean transformation. He has worked with Dan Jones since 1997. During that time he has been involved in both pioneering research into lean thinking and the practical implementation of lean practice. He has walked, mapped, taught and coached lean in over 500 value streams across almost every conceivable environment - from manufacturing to service sectors in businesses such as steel production, vehicle and component assembly, FMCG, retailing, banking and financial services. He spent over three and a half years as the Porsche Verbessrungs Process (PVP – Porsche Improvement Process) Manager at Porsche Cars Great Britain and carried out work to develop lean in after sales, used car processing and parts operations as well as conducting a number of other business process improvement projects at dealer and national sales company level. His work on lean dealer operations formed the basis for several chapters in James P. Womack and Daniel Jones’ book, "Lean Solutions" and led to him writing Creating Lean Dealers – the lean route to satisfied customers, productive employees and profitable retailers with John Kiff (2007.) He helps a growing number of dealers around the world successfully implement lean thinking and practice. David has an MBA from Cardiff Business School where he specilaised in lean and supply chain management. In 2011 he contributed cases to the updated Lean Enterprise Institute workbook Seeing the Whole Value Stream by Dan Jones and Jim Womack (2011.) He is co-author of the book Manufacturing Operations and Supply Chain Management – The Lean Approach with David Taylor (2001.)
As Director of the Lean Global Network (LGN), Matt works alongside the network's 30+ institutes and partners to spread lean thinking around the globe.
Prior to joining LGN, Matt worked for 3 years at the Lean Enterprise Institute. He was responsible for managing its Co-Learning Partner Program, bringing change to a local restaurant, and leading lean learning experiences to Japan.
Matt has a BA in East Asian Studies from Bates College and an MBA from the Isenberg School of Management, University of Massachusetts Amherst. He lived in Japan for 5 years and is always eager to recommend spots off the beaten path for travelers. When he's not at work he enjoys exploring the outdoors with his wife, roasting coffee, and reading history.
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 has 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: