Lean 101 Class

  • We are currently offering Lean 101- an introduction to the Toyota Production System. Click “Take a Class” link to see our class schedule for dates & times and information on how to register.
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File Library

This section houses the most recent versions of templates and other work references used by Harbor’s Lean teams in performance improvement. Also included is a listing of references for learners seeking more information about Lean.

5S – Creating Stability

5S is a structured means to organize the workplace to ensure that supplies and equipment are available without fail.


For 5S Resources, click here.

7 Wastes in Healthcare

It all starts with “learning to see”. The 7 wastes are:…

  1. Motion
  2. Rework
  3. Waiting
  4. Overproduction
  5. Inventory
  6. Conveyance
  7. Overprocessing

The 7 Wastes & Waste Wheel:

To learn to see waste in your work setting, watch this short video and jot down your observations. What wastes can you identify? (Please feel free to use the waste wheel provided above).

Do a “Waste Walk” in your work environment & note your observations… Make your own waste wheel :).

A3 Thinking: The TPS 8-Step Process


*For more information, click here. More A3 resources coming soon.




An andon is a visual method for signaling that a problem has occurred, alerting that assistance is needed.

  • Example: “I have a concern” sign – coming soon.



Kanban Replenishment System

Kanban is a Japanese word for “sign” or “signboard“. In lean, kanban systems are used to improve managing and controlling the movement in a system.

A Kanban Replenishment System is currently in a gemba (workplace) trial at Harbor-UCLA’s General Internal Medicine Clinic. The system includes these Lean concepts:

  • Kanban (visual signal there’s work to be done)
  • Just-in-Time Pull System
  • Visual Management of Inventory/Supplies
  • First In First Out


Standardized Work

Standardized Work is the “current best way” on how to complete a process: safest, highest quality, and most efficient. The standardized work team utilizes the template and describe the step by step actions in the appropriate sequence on how to execute a work process. The team comes up with the steps and every member of the team is encouraged to make suggestions to the standardized work.

Creating Standardized Work

A team of people who do the work comes into a consensus on what is the best way on how to complete a process. The team utilizes a template:

Standardized Work Training.

Once standardized work has been written, teams can use the document as a training tool as shown below:


Standardized Work Observations

“Where there is no standard, there can be no Kaizen (Improvement)” – Taiichi Ohno

Standardized work observations allow the team to identify opportunities for improvement. Below is an example how providers utilize standardize work observations to emphasize that if a step is missed (or frequently missed), the team is encouraged and empowered to provide suggestions on how to ensure that processes are safe and effective.