The specific implementation plan should be developed from the facility analysis. The analysis identifies areas of opportunity in every area of the business, including sales, service, engineering, maintenance, production, quality, shipping and administrative functions.
Some lean manufacturing projects within a lean initiative require the tools of Six Sigma to find the improvement answers. The lean manufacturing team needs to be trained to understand when the lean tools must be supplemented to either solve the problem or maximize the improvement.
Kaizen events may use all of the lean tools (and some Six Sigma tools) to meet the team's objective. Kaizen events are conducted on an ongoing basis to achieve a state of “lean”. For example, a process may need a quick throughput improvement. The kaizen blitz could include focused SMED and OEE analysis. The kaizen might have an objective to reduce setup time from 80 minutes to 60 minutes in four days.
It is important to keep an enterprise view with the analysis and road map. No single operation should be improved at the expense of the entire system. For example, if a bottleneck is happening at Process B, improving Process A prior to B only hurts the system worse. A larger-scale example is improving throughput if shipping cannot handle the volume. Although many improvements cause bottlenecks elsewhere, forcing a larger known problem is rarely a good idea.
The road map above is only one example. It could be shown with many different variations. However, there is a logical sequence to many of the tools. Value stream mapping is almost always conducted very early on in the process. The 5-S system provides a foundation for most other tools. TPM is large and plays an important role in OEE improvement and, therefore, must be started early.
The key is to have a plan and get started. The path to lean will not be straight and it never ends. Don't let the pursuit of perfection get in the way of being “better” today.
Ries and others created an annual technology conference called Startup Lessons Learned which has subsequently changed its name to the Lean Startup Conference.  Lean startup meetups in cities around the world have garnered 20,000 regular participants.  The first lean startup meetup named Lean Startup Circle was created by Rich Collins on June 26, 2009  hosting speaking events, workshops, and roundtable discussions. As of 2012, there are lean startup meetups in over 100 cities and 17 countries as well as an online discussion forum with over 5500 members.  Third-party organizers have led lean startup meetups in San Francisco , Chicago , Boston , Austin , Beijing , Dublin , and Rio de Janeiro , among others—many of which are personally attended by Ries—with the Chicago and New York City Lean Startup Meetups attracting over 4,000 members each.  The Lean Startup Machine created a new spin on the lean startup meetups by having attendees start a new company in three days.  As of 2012, the Lean Startup Machine claimed to have created over 600 new startups this way. 
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