e2 Continuous Improvement System

Developed by Shingo Prize recipient Bruce Hamilton, this groundbreaking training kit contains everything you need to begin, re-energize or standardize your Continuous Improvement training and implementation. This kit is based upon the three critical aspects of the Toyota Production System: Foundations, Countermeasures and Management. This is a “learn-and-do” training product combining both explicit learning in the form of a workbook, on-line reinforcement and DVD lessons, and tacit learning in the form of practical exercises and projects. Tacit learning, or learning by doing, is essential to understanding and implementing TPS.

Each "kit" contains, (1) Facilitator's Guide and Quick Start Instructions, (1) "Forms, Visuals and Instructions" CD-ROM, (7) Lean Training DVDs, and (33) workbooks - Foundations, Countermeasures & Management - (1 of each for 10 students and 1 set for the Facilitator), plus a convenient carrying tote.

Additional workbooks are available ONLY for those who have ordered the kit and can be ordered individually (3 books) for $100 or in sets of 10 (30 books - 3 each for ten students) for $899. If you wish to purchase an additional Facilitators kit (Guide, Quickstart, CD-Rom, 3 workbooks and the tote) the cost is $299.

Learn what one user has to say about the product below:

“I have to say I have thoroughly enjoyed my lean experience. I would like to thank Dr. Midha for convincing me to sign up for the course. I emailed Joanne, Hallmark’s COO, and the rest is history. I anticipated that this training would help me in my office and in my role as medical director for the PHO. What Lean means is simple: None of us should be satisfied with the status quo and every manager and employee is expected to participate in the process of kaizen which means “many small improvements over time.

I have begun the process of implementing Lean thinking in my office and my staff have been enthusiastically embracing it and coming up with ideas. We have already made several improvements that have reduced waste and made our workflow more efficient. For example, we added a second workstation for the medical assistants so there is less waiting time for patients. We discarded a consent form that we realized served little purpose but added lots of extra work with no benefit for the patient. We cleaned and organized. We are working on standardizing workflows and plans are underway for two quality improvement projects (improve diabetic care and improve colon cancer screening rates).

Going forward I can see that the real challenge of Lean Thinking is to monitor improvements and keep the process going. I see this happening in my office, but what I am most impressed with is the efforts of the Hallmark managers in my class. I listen to them and know that they have taken these lessons to heart and are working hard to make Hallmark better. I think that Joanne made a great choice in bringing Lean to Hallmark and should be commended for their forward thinking.”

- Dr. Nicole Bloor, M.D.

(Dr. Bloor practices Internal Medicine in Melrose, Massachusetts. The preceding quotation was written by Dr. Bloor and read aloud at the conclusion of an e2 Continuous Improvement System Training program held at Hallmark Health in January, 2010.)