Articles
Writing on lean management, the Toyota Production System, problem solving, and leadership.
Latest Writing
Recent articles by Art Smalley — published here on Art of Lean and at the Lean Enterprise Institute.
What I Learned Trying to Teach AI the 5 Why
A current-state note on AI, RootCoach, 5 Why analysis, and why stronger models still need disciplined problem-solving logic.
Toyota Standardized Work: A 10-Part Series
A practitioner series on Toyota Standardized Work — its machine-shop origins, three core forms, Work Standards, Job Instruction, kaizen, and why the system remains hard to copy.
The New PDCA: Prompt, Do, Check, Act
A practical reflection on using PDCA as the working loop for better AI-assisted coding, A3 evaluation, article drafting, and everyday knowledge work.
The A3 Book That Was Too Small for an A3
A short reflection on the publishing compromise behind Understanding A3 Thinking, restoring a full-size A3 example online, and why AI-assisted problem solving may help make A3 logic more visible.
TPDS and LPPD Are Not the Same Thing
LPPD is a Western translation framework derived from Toyota-style development. TPDS is Toyota's actual product-development system. Six differences worth keeping straight.
A Strange New World of AI: My Second Brain Setup
How I connected Obsidian, Claude Code, and Telegram into a personal AI system that travels with me everywhere — and what it tells us about where this technology is going.
Better Thinking Faster
Debate within the lean community often focuses on how fast or slow to tackle problems and undertake change. Art Smalley argues that fast or slow misses the point: within an organization, different levels of problem solving exist — and the cadence at each level is determined by the type of work, the mechanisms in place, and the type of problem being addressed.
Four Moments from the 2026 Lean Summit that Stayed with Me
I hadn't attended one of LEI's lean conferences in over five years. The last one was right before the COVID outbreak shut everything down, and I was honestly curious about what I would find when I walked into the 2026 Lean Summit in Houston.
Management: Designing the System Where People and AI Work Together
In previous articles in this four-part series, we explored why the impact of AI varies so widely across organizations. The technology itself is increasingly accessible and powerful, yet results remain uneven. Some teams see meaningful gains, while others struggle or stall. The difference is not the tools.
Behavior: The Variable You Have to Build
Technology alone doesn't deliver results. You can purchase an andon system or AI Copilot, but you cannot purchase the skills and behaviors that make them effective.
Technology Is the Easy Piece of the Equation
In my last article, I introduced a simple but unforgiving equation: Impact = Technology × Behavior × Management. If any of the three components approaches zero, the product collapses.
Technology × Behavior × Management = Impact
Technology alone won't deliver results. From 'lean wallpaper' to AI hype, the pattern is the same. Real, lasting impact is a product of three factors: Technology × Behavior × Management.
The Five Levels of AI Collaboration
Why do some people get brilliant insights from AI while others get noise and frustration? The answer isn't the technology, but the method. Discover the five levels of AI collaboration and learn how to unlock consistent, high-quality results.
Lean AI Webinar: A New Way to Learn, Practice, and Apply Lean Thinking
Can AI accelerate your lean journey? A compelling discussion with Art Smalley and John Shook on how AI can serve as a powerful coach to enhance, not replace, human problem-solving skills.
Lean AI: Navigating Hype and Reality in the Age of Artificial Intelligence
After four decades watching automation promises in manufacturing, I've learned to separate the real breakthroughs from the demos. But the signals surrounding AI couldn't be more confusing.
Lean AI Webinar: A New Way to Learn, Practice, and Apply Lean Thinking
A discussion with Art Smalley, John Shook, and Tyson Heaton on how AI can serve as a coach to enhance, not replace, human problem-solving skills.
From Skeptic to Believer: My Journey into Lean and AI
This is the first in a series of articles in which the Lean Enterprise Institute and I will explore the unfolding intersection of lean and artificial intelligence in the years ahead.
Problem-Solving Primer
In this edition of The Management Brief, LEI's Josh Howell, Mark Reich, and Art Smalley explore how the four types of problem-solving connect to daily management, hoshin kanri, and the deeper system behind lean leadership.
Article Series
Longer multi-part explorations of Toyota Production System topics, organized in reading order.
From the Art of Lean Blog
Articles from 2010 to today.