Facilitator guide
Case objectives, demonstration plans, debriefs, common mistakes and application checks across all 81 workplace cases and method lessons.
Download Facilitator guide PDF · 166 pages · 65.1 MBMake tomorrow ready
Daily management + gemba + escalation. Follow the visual, practise a decision, then check your thinking.
Fictional teaching examples and AI-generated illustrations. Proposed changes and goals are not achieved results. Use the written instructions and check local conditions before applying a method.
Make tomorrow ready before promising it
A daily meeting is useful when it changes what happens next. The sample has 82 of 120 commitments completed by their agreed time; the next 120 have a goal of at least 102. Review missed promises, confirm current conditions, expose tomorrow's prerequisites and assign a response. State when an unresolved constraint must be escalated and who verifies the response. A board entry does not authorize work or prove a task is safe.
Follow the method
- Review yesterday
- Check today at the work
- Remove tomorrow constraints
- Commit with owner + due
- Escalate and verify response
Read the example carefully
Baseline: 82 / 120 commitments completed on time = 68.3% (rounded). Proposed next-period goal: at least 102 / 120 = 85%.
A ready commitment needs its prerequisites, accountable owner, due time and verification rule. A planning-board entry is not authorization to begin work.
Try it before revealing the answer
When is an issue closed: when an owner is assigned, or when the response is verified?
Reveal the answer and reasoning
When the defined response and its effect are verified; assignment is only a commitment.
Close the loop from huddle to gemba
Use a proposed ten-minute huddle cadence as a starting design, not a universal Lean rule: review outcomes, check current readiness, agree the next response and confirm follow-up. Leaders then go to the work to understand unresolved conditions. Record recurring blockers for structured problem solving. Keep urgent hazards on the existing immediate response route rather than waiting for tomorrow's meeting.
Follow the method
- Check fact at source
- Name blocker + owner
- Agree escalation time
- Verify removal
- Learn from recurrence
Read the example carefully
First blocking constraints across 38 misses: permit or release 12; material unavailable 10; preceding work incomplete 9; crew availability 7.
Example prerequisites include inspection release, correct fixtures, preceding-trade completion and authorized access. Check their actual removal before closing the issue.
A ten-minute huddle is an authored starting design, not a mandatory method standard. Urgent hazards follow the immediate response route.
Try it before revealing the answer
What should the leader ask at the work?
Reveal the answer and reasoning
What is the expected condition, what is happening now, what is stopping progress, and what support or next test is needed?
Sources and further reading
- Lean Enterprise Institute — Reinforcing Lean Behavior Through Visual Management ↗
Visual management makes standards, deviations and performance understandable and actionable through routines for discussion, response and coaching.
Attractive displays without actionable meaning or ongoing maintenance do not constitute effective visual management. - Lean Enterprise Institute — Gemba ↗
Direct observation and inquiry where value-producing work occurs establish current conditions before action; following a process across departments can reveal its end-to-end operation.
Gemba applies to service and office work as well as manufacturing. - ASQ — Plan-Do-Check-Act Cycle ↗
PDCA repeats planning, a small trial, review of results and learning, and action informed by that learning.
Check includes analysis and learning; do not reduce it to an approval tick.
Take the lesson into your team.
Read the lessons online or use these PDFs to prepare, practise and review with your team. No sign-in needed.
Learner workbook
Printable case worksheets, blank observation records and five calculation exercises; answers are separate.
Download Learner workbook PDF · 169 pages · 10.7 MBAnswer key and coaching notes
Reasoned sample responses, worked calculations and coaching guidance; fictional examples are clearly labelled.
Download Answer key and coaching notes PDF · 105 pages · 8.5 MBMethod and application reference
The native method mechanisms and worked applications for all 68 detailed lessons, in a separate bookmarked portrait reference.
Download Method and application reference PDF · 141 pages · 10.2 MBIllustrated systems atlas
Five illustrated system chapters: 15 Flare concept maps and 26 original workplace teaching cards, with links to all 81 supporting cases and method lessons.
Download Illustrated systems atlas PDF · 69 pages · 55.8 MBUse the next tool for the next question.
- A3 for persistent cross-team problems
- 8D for serious recurring defects
- Standard work for leaders
Make referrals ready
Use an A3 when a recurring cross-team blocker needs a connected explanation and agreed countermeasure.
Explore the connected method →Stop the recurring leak
A recurring defect that exposes customers needs protection and verified cause work, not repeated promises at the board.
Explore the connected method →