This article shows a timeline and video of the History of Lean Six Sigma.

As with most things, The Toyota Production System (later to be called Lean in America) has been influenced by previous thought and influences current thinking. Below is a historical timeline of how Lean evolved over time, its roots, in both a graphical format ¹ and textual format ².

Here is the History of Lean, Six Sigma, and Continuous Improvement from 1883 to the Present Day.

Infographic: Historical Timeline of the Toyota Production System (Lean)

Textual: Historical Timeline of the Toyota Production System (Lean)

Decade
2000		2010: Fred Wilson and the Venture Capital community become enamored with the Lean Startup, seeing the application of lean principles for startup companies as healthy for the economy. There is a healthy debate between Fred Wilson and Ben Horowitz on the Fat Startup or the Lean Startup. 2010: Peter Vlaskovits and Brant Cooper publish The Entrepreneurs Guide to Customer Development – applying Lean to Entrepreneurship 2010: David Anderson publishes Kanban, applying the principle of pull for software development and technology driven businesses 2009: Corey Ladas publishes Scrumban, Essays on Kanban Systems for Lean Software Development 2009: Lean Software and Systems Consortium formed; First conference on Lean and Kanban in Software Development 2009: Mary and Tom Poppendieck publish Lean Software Development: Results Are Not the Point 2008: Eric Ries coins the term “Lean Startup” on his blog Startup Lessons Learned and begins a movement where Lean principles are applied to Entrepreneurship 2008: Babak Nivi and Naval Ravikant publish a blog post on The Lean Startup, validating Lean principles for Entrepreneurship and the Venture Capital Community 2008: Mark Graban publishes Lean Hospitals, applying the principles of Lean in Healthcare 2007: Jon Miller and Gemba Academy publishes Taiichi Ohno Workplace Management – how to effectively manage in the Gemba 2006: Mary and Tom Poppendieck publish Lean Software Development: From Concept to Cash 2004: Shingo Prize-winning Kaikaku published by Norman Bodek, chronicling the history and personal philosophies of the key people that helped develop TPS 2003: Mary and Tom Poppendieck publish Lean Software Development: An Agile Toolkit 2003: Steve Blank publishes The Four Steps to the Epiphany, the precursor to the Lean Startup Movement – applying Lean to Entrepreneurship 2003: Shingo Prize-winning Better Thinking, Better Results published, case study and analysis of The Wiremold Company’s enterprise-wide Lean transformation. 2001: Toyota publishes “The Toyota Way 2001” document, which makes explicit the “respect for people” principle.
1990		1996: Lean Thinking by Womack and Jones 1991 – 1995: The business process re-engineering movement tried, but mostly failed, to transfer the concepts of standardized work and continuous flow to office and service processes that now constitute the great bulk of human activities. 1993: Eliyahu Goldratt publishes The Goal: The Process of Ongoing Improvement and introduces the The Theory of Constraints 1991: Relevance Lost by Tom Johnson and Robert Kaplan exposes weaknesses in manufacturing accounting systems, eventually leading to the Lean Accounting movement 1990: The Machine That Changed the World by Womack and Jones
1980		1988: Kaizen Institute of Americal holds kaizen seminars at Hartford Graduate Center (Hartford, Conn.), with TPS sessions taught by principals from Shingijutsu Co., Ltd. 1988: Shingo Prize for Manufacturing Excellence created by Norman Bodek and Professor Vern Buehler of Utah State University 1988: Shingijutsu hired by Danaher Corporation to assist in implementing TPS a Jacobs Chuck and Jacobs Vehicle Systems. 1988: Kaizen Institute leads the first U.S. kaizen event at Jake Brake in Connecticut 1988: First wholly owned U.S. facility Toyota Motor Manufacturing in Georgetown, Kentucky 1988: Taiichi Ohno’s Toyota Production System – Beyond Large Scale Production is published in English 1986: Dr. W. Edwards Deming published Out of the Crisis 1985 – 1989: Shingo’s books on SMED, Poka Yoke, and Study of Toyota Production System from Industrial Engineering Viewpoint are published in the U.S. 1985: The Association for Manufacturing Excellence is officially formed from cast off APICS members. 1984: Several of AME’s founders barnstormed for the APICS Zero Inventory Crusade, collectively making hundreds of presentations on what is now called lean manufacturing. APICS calls for the resignation of the steering committee for violating APICS special interest group rules. The committee decides to go out on its own. 1984: Toyota / GM joint venture NUMMI established in U.S. 1984: Norman Bodek forms Productivity Press 1983: First broader description of TPS by an American author – Zero Inventories by Robert “Doc” Hall is published 1980: Under the auspices of the Detroit APICS chapter, several future founders of the Association for Manufacturing Excellence organized the first known North American conference on the Toyota Production System at Ford World Headquarters, with 500 people attending. Featured speaker was Fujio Cho, who became president of Toyota. 1980: Kanban: The Coming Revolution is published. It is the first book describing TPS as “JIT”
1970		1979: Several APICS members who had seen Toyota production facilities and understood the problems with MRP began to meet regularly. 1979: Norman Bodek forms Productivity Inc. 1979: First U.S. study missions to Japan to see the Toyota Production System 1978: Taiichi Ohno retires and becomes honorary chairman of Toyoda Auto Loom 1977: Nick Edwards presents a paper at the APICS conference describing the fallacies of MRP 1975: First English TPS handbook drafted by Sugimori, Cho, Ohno, et al. 1973: Oil Shock plunges Japan economy into crisis. Only Toyota makes a profit 1973: Toyota – Regular supplier improvement workshops begin with top 10 suppliers
1960		1969: Start of Toyota operations management consulting division 1965: Toyota wins Deming Prize for Quality 1962: Toyota – Pull system and kanban complete internally company wide Average die change time 15 minutes. Single minute changeovers exist. 50% defect reduction from QC efforts Initial application of kanban with main suppliers 1961: Start of Toyota corporate wide TQC program 1961: John Little proves the Queueing Formula, later to be called “Little’s Law”, a fundamental axiom in Queueing Theory 1960: Deming receives the Japanese “Second Order of the Sacred Treasures” award, with the accompanying citation stating that the people of Japan attribute the rebirth of their industry to his work.
1950		1957: Basic Andon system initiated with lights 1956: Shigeo Shingo begins regular visits to teach “P-Course” 1951: J.M. Juran publishes his seminal work The Quality Control Handbook 1951 – 1955: Further refinements to the basic TPS system by Ohno Aspects of visual control / 4S Start of TWI management training programs (JI, JR, JM) Creative suggestion system Reduction of batch sizes and change over time Purchase of rapid change over equipment from Danley corp Kanban implementation Production leveling mixed assembly 1950: Deming invited to Japan to assist with the Japanese 1951 census. He then gives the first of a dozen lectures on statistical quality control, emphasizing to Japanese management that improving quality can reduce expenses and improve productivity. 1950: Toyota financial crisis and labor dispute. Ends with 2146 people losing work. Kiichiro Toyoda steps down as President
1940		1947 – 1949: Ohno promoted to machine shop manager. Area designated model shop. Rearrangement of machines from process flow to product flow End of one man one machine. Start of multi process handling Detail study of individual process and cycle times Time study and motion analysis Elimination of “waste” concept Reduction in work in process inventory In-process inspection by workers Line stop authority to workers Major component sections (Denso, Aishin etc.) of Toyota divested 1946: Ford adopts GM management style and abandons lean manufacturing 1943: Edsel Ford dies 1943: Taiichi Ohno transfers from Toyoda Auto Loom to Toyota Motor Corporation 1943: Ford completes construction of the Willow Run bomber plant, which reaches a peak of one B-24 bomber per hour. 1940: Deming develops statistical sampling methods for the 1940 census, and then teaches statistical process control techniques to workers engaged in wartime production. 1940: Consolidated Aircraft builds one B-24 bomber per day. Ford’s Charles Sorensen visits to see if Ford’s methods can improve on that number.
1930		1939: Walter Shewhart publishes Statistical Methods from the Viewpoint of Quality Control. This book introduces his notion of the Shewhart improvement cycle Plan-Do-Study-Act. In the 1950’s his colleague W Edwards Demming alters the term slightly to become the Plan-Do-Check-Act cycle 1938: Just-in-time concept established at Koromo / Honsha plant by Kiichiro Toyoda. JIT wa later severely disrupted by World War II. 1937: The German aircraft industry had pioneered takt time as a way to synchronize aircraft final assembly in which airplane fuselages were moved ahead in unison throughout final assembly at a precise measure (takt) of time. (Mitsubishi had a technical relationship with the German companies and transferred this method back to Japan where Toyota, located nearby in Aichi Prefecture, heard about it and adopted it.) 1937: Toyota Motor Corporation established. Kiichiro Toyoda President 1937: J.M. Juran conceptualizes the overall Pareto Principle and emphasizes the importance of sorting out the vital few from the trivial many. He attributes his insight to the Italian economist Vilfredo Pareto. Later the term is called the 80/20 rule. 1933: Automobile department established in Toyoda Auto Loom
1920		1929: Sakichi Toyoda sells foreign rights to loom and Kiichiro Toyoda visits Ford and European companies to learn the automotive business 1928: Ford’s River Rouge plant completed, becoming the largest assembly plant in the world with over 100,000 employees. 1926: Henry Ford publishes Today and Tomorrow 1924: Walter Shewhart launches the modern study of process control through the invention of the control chart 1924: Sakichi creates the auto loom
1910		1914: Ford creates the first moving assembly line, reducing chassis assembly time from over 12 hours to less than 3 hours. 1912: The Ford production system based on the principles of “accuracy, flow and precision” extends to assembly. 1911: Sakichi Toyoda visits U.S. and sees Model T for the first time 1911: Frederick Winslow Taylor publishes The Principles of Scientific Management 1910 – 1912: Ford brought many strands of thinking together with advances in cutting tools, a leap in gauging technology, innovative machining practices, and newly-developed hardened metals. Continuous flow of parts through machining and fabrication of parts which consistently fit perfectly in assembly was possible. This was the heart of Ford’s manufacturing breakthrough. 1910: Ford moves into Highland Park – the “Birthplace of Lean Manufacturing”
1900		1908: Ford introduces the Model T 1906: Italian economist Vilfredo Pareto creates a mathematical formula to describe the unequal distribution of wealth in Italy. He notices that 80% of the wealth is in the hands of 20% of the population 1905: Frank and Lillian Gilbreth investigate the notion of motion economy in the workplace. Studying the motions in work such as brick laying they develop a system of 18 basic elements that can depict basic motion. 1902: Jidoka concept established by Sakichi Toyoda
1890		1890: Sakichi Toyoda invents a wooden handloom
1850		1850: All of the American armories were making standardized metal parts for standardized weapons, but only with enormous amounts of handwork to get each part to its correct specification. This was because the machine tools of that era could not work on hardened metal.
1820		1822: Thomas Blanchard at the Springfield Armory in the U.S. had devised a set of 14 machines and laid them out in a cellular arrangement that made it possible to make more complex shapes like gunstocks for rifles. A block of wood was placed in the first machine, the lever was thrown, and the water-powered machine automatically removed some of the wood using a profile tracer on a reference piece. What this meant was really quite remarkable: The 14 machines could make a completed item with no human labor for processing and in single piece flow as the items were moved ahead from machine to machine one at a time.
1800		1807: Marc Brunel in England devised equipment for making simple wooden items like rope blocks for the Royal Navy using 22 kinds of machines that produced identical items in process sequence one at a time.
1790		1799: Whitney perfects the concept of interchangeable parts when he took a contract from the U.S. Army for the manufacture of 10,000 muskets at the low price of $13.40 each.
1760		1760: French general Jean-Baptiste de Gribeauval had grasped the significance of standardized designs and interchangeable parts to facilitate battlefield repairs.
1570		1574: King Henry III of France watches the Venice Arsenal build complete galley ships in less than an hour using continuous flow processes

If you’d like to learn more about Lean history, check out these two books:

Video: Historical Timeline on the Toyota Production System (Lean)

The first video on the History of Toyota was produced by the University of Toyota.


Blog Article	Excel	PDF	PowerPoint	Video

Module	Description	Type
Overview	What is Six Sigma The various definitions of Six Sigma is explained in this 5:42 video. We specifically discuss 6 definitions of "Sigma", ending with the most relevant definition which is related to the DMAIC Method of Problem Solving.
Overview	The DMAIC Framework In this 4:17 video, we explain the DMAIC framework and give an introduction to each phase in DMAIC. We specifically show the storyboard for each phase in the DMAIC framework.
Overview	DMAIC versus PDCA Article describes how PDCA is used in Lean and the similarities and common history between PDCA and DMAIC.
Overview	History of Six Sigma and Lean In this video, we go through the various contributors of Six Sigma, their contribution, and why it's important in the practice of modern Six Sigma. We also go into the history of the Toyota Production System and how the term "lean" was coined. Video is 7:36 long.
Overview	Lean History and Timeline This article shows a comprehensive history and timeline of Lean and of continuous improvement beginning in the 1600's.
Overview	Black Belt Certification In this article, we provide various resources where you may take the Black Belt exam should you choose to do so. We also discuss the positive and negative of Black Belt certification.
DEFINE
Define	The Define Phase Storyboard We introduce the Define Phase and show the Define Storyboard, a high level map of what the phase is about and the expected outputs. Video length is 3:50.
Define	Business Needs Assessment In this video, we discuss how to identify business needs of an organization and how to take that knowledge and transform it into a formal DMAIC project that will get the backing and support from top management. Video length is 6:46.
Define	Project Charter In this 5:37 minute video, we explain the role of the project charter and its importance in Six Sigma DMAIC projects. Video length is 5:37.
Define	Project Selection Matrix In this short 2:51 minute video, we learn a simple and effective method for prioritizing between competing priorities. This method is important for the selection of an improvement project.
Define	Problem Statement Articulating the problem well gets you much closer to a solution. In this video, we show you how along with several real world examples of effective problem statements. Video length is 5:42.
Define	Stakeholder Analysis Identifying stakeholders and their needs is one of the most important steps in Define. This is especially crucial if there are any influential stakeholders that are resistant to your message. Video length is 2:47.
Define	Affinity Diagram Affinity Diagram is a tried and true method for brainstorming and coming up with ideas. Learn how to apply this technique in this video. Video length is 4:25.
Define	SIPOC Identifying the key spots where measurements can be taken in crucial. This video will show you how to do it. Video length is 3:01.
Define	Voice of the Customer and CTQ In this video spanning 5:11, we explain Voice of the Customer and how Six Sigma is rooted in the customer. We explain how to translate Voice of the Customer into Critical to Quality Metrics.
Define	Critical to Quality Tree Article explaining the critical to quality tree, with examples, and a template to download so you can create your own for your six sigma projects.
Define	Value Stream Map In this 4:42 video, you will learn understand the value stream map symbols and learn how to design your own value stream map. We provide a zip file of VSM Symbols for you to download.
Define	Kano Model We explain the Kano Model to identify service and product characteristics that should be "satisfiers" and the ones that be "good enough" and don't need to go any further.
MEASURE
Measure	The Measure Phase Storyboard We introduce the Measure Phase and show the Measure Storyboard, a high level map of what the phase is about and the expected outputs.
Measure	Data Types in Six Sigma In this article we explain the various types of data, how they're different, and what they tell us about process behavior. We will also learn how to collect data. Video length is 5:24.
Measure	Descriptive Statistics In this module we learn various data measures that tell us key characteristics of a data set. We also begin the foundation for our discussion on distributions in a later module.
Measure	Distributions This is a brief introduction to statistical distributions and what inferences we can draw from them.
Measure	Graphical Representation of Data Graphically representing data effectively is required to effectively communicate meaning. In this module we learn various graphical methods and how to do them.
Measure	7 Quality Tools We briefly introduce each of the 7 quality tools. We follow this video several videos where we focus on the detailed of each of the 7 quality tools. Video length is 4:46.
Measure	Check Sheets In this HD video, we explain the checksheet, what it is used for, see various examples of checksheets, how to create one, and be able to download a checksheet template from the Shmula content library. Video length is 3:53.
Measure	Pareto Chart In this 4:48 minute video, you will learn the history of the Pareto Principle, why it's important, and how to apply the Pareto Principle in your lean and six sigma efforts using excel.
Measure	Histogram This video on the Histogram explains what it is, when to use it, and how to use it. Video length is 3:01.
Measure	Scatter Plot In this 4:27 short video, we introduce the Scatterplot, what it is, why use it, and how it can be helpful in your six sigma projects.
Measure	Cause and Effect Diagram This 5:21 minute video explains the cause and effect diagram - what it is, when to use it, and how to create one.
Measure	Control Chart In this video, we introduce you to the control chart - what it is, where to use it, when to use it, and how it's used. Video length is 7:05.
Measure	Run Chart In Progress	In Progress
Measure	Process Cycle Efficiency Process Cycle Efficiency is a more modern tool that looks at processes from the perspective of value and waste. We show you how to do it and why it's important.	In Progress
Measure	FMEA Failure Mode Effects Analysis is a tried and true method and technique for quickly identifying ways where process problems can occur and how to quickly mitigate them. Video length is 4:45.
Measure	Basic Statistics In this article, we go in depth to explain basic data types, scales, and the language of six sigma.
Measure	Using Z Values We learn about Z Values or the Z Score with applications in Six Sigma projects.
Measure	Sample Size Calculations In this module we learn the underpinnings of sample size calculations and how they are used in six sigma. We provide a sample size calculator in the template section also.
Measure	Introduction to Variation This article introduces the learner to the concept of variation and how it impacts the customer experience.
Measure	Red Bead Experiment Part 1 Introduction to red bead experiment.
Measure	Red Bead Experiment Part 2 In part 2, we actually do a quick run through the experiment.
Measure	Red Bead Experiment Part 3 In this video, we explain and go through more runs of the experiment.
Measure	Red Bead Experiment Part 4 In this video we continue our experiment and go through some of Dr. Deming's most famous quotes.
Measure	Red Bead Experiment Part 5 Continuing the experiment, with a focus on how to best facilitate an event.
Measure	Red Bead Experiment Part 6 In this last video in the series, we go through the key lessons learned from Deming's famous experiment on variation.
Measure	Measurement System Analysis In this video we discuss variation and how it impacts our methods of measuring. Video length is 5:28 and we show examples along with tips on how to deal with bad metrology. Video length is 5:28.
Measure	Gauge R&R In this video we explain the Gauge R&R Test and provide various examples of where and how it may be applied in industry.	In Progress
ANALYZE
Analyze	The Analyze Phase Storyboard We introduce the Analyze Phase and show the Analyze Storyboard, a high level map of what the phase is about and the expected outputs.	In Progress
Analyze	Brainstorming We introduce various methods of brainstorming. Some conventional and some not very and more modern. Some of these methods are taken from Design Thinking and have been found to be very effective in identifying innovative and simple solutions to problems.	In Progress
Analyze	5 Whys and Fishbone Diagram In this video we explain the 5 Why exercise and show many examples. We extend the 5 Whys and show how it naturally leads to the Fishbone Diagram.	In Progress
Analyze	Verifying Root Causes We introduce hypothesis testing and various methods for doing so including the Regression, T Test, Chi Square, and ANOVA.	In Progress
Analyze	Hypothesis Testing In Progress	In Progress
Analyze	Regression In Progress	In Progress
Analyze	T Test In Progress	In Progress
Analyze	Chi Square In Progress	In Progress
Analyze	ANOVA In Progress	In Progress
IMPROVE
Improve	The Improve Phase Storyboard We introduce the Improve Phase and show the Improve Storyboard, a high level map of what the phase is about and the expected outputs.	In Progress
Improve	Change Management We introduce you to several change management models that have been found to effective in practice. We show what they are, how to do them.	In Progress
Improve	Solution Selection Matrix The Solution Selection Matrix is a simple tool that helps a team vote and decide on which solution makes the most sense to put resources behind in improvement projects.	In Progress
Improve	Process Capability We discuss process capability and how it's different from a process not in control. We discuss its importance.	In Progress
Improve	Cost / Benefit Analysis We introduce the concept of Cost and Benefit Analysis and provide several ways at showing cost savings from Six Sigma Projects.	In Progress
Improve	Poka Yoke As part of the Improve Phase, we introduce the concept of Poka Yoke, or error proofing, as a way to prevent defects before they even occur. We show may examples and teach the principles behind Poka Yoke.	In Progress
CONTROL
Control	The Control Phase Storyboard We introduce the Control Phase and show the Control Storyboard, a high level map of what the phase is about and the expected outputs.	N/AN/A
Control	Before / After Pareto We show ways to visually see before and after results of your project.	In Progress
Control	Standard Pig Game In this 4:55 minute video, we show you a simple and effective game that teaches the importance of Standard Work. This video should be watched prior to the video on Standard Work.
Control	Standard Work Standard Work is a foundation of Lean and Six Sigma. In this 5:36 minute video we explain Standard Work and show its role in continuous improvement.
Control	Control Charts We discuss the various control charts, why they're important, and how to create them given your process and given your data type.	In Progress