For those who downloaded the Audible version of the book, here are the figures and photos related to each chapter.

Joe Hnat: Can a Corporate Employee Garden Feed the Hungry?

Initial Garden Space
Recipients of Daily Bread
Warehouse planter box with young pineapple
Corporate garden
Nonprofit Garden
Plethora of Vegetables
Girl Scouts volunteers at the corporate garden
Corporate Volunteers
Diversity of Volunteers
Author in orange shirt with Gang of Gardeners

Proceeds of this chapter go to Daily Bread in Melbourne, FL

Contact Joe Hnat on LinkedIn or via email at jhinmb@gmail.com

Pat O’Connor: Lessons from a Flag Program and Ushering

Flag process for New Customer Sign Up
Flag Setter process
Standard Operating Procedures for Basic Mass and Head Count
Gym layout for Easter and Christmas Mass

Proceeds of this chapter go to the Catherine McAuley Center

Contact Pat O’Connor on LinkedIn or via email at pjseco@yahoo.com

Andrew Parris: International Relief and Development Improvement

Process Excellence as I defined it – an integration of Lean Six Sigma and
development principles
Photos of World Vision’s Water, Sanitation & Hygiene (WASH) work in East
Africa
Photo of damage in Indonesia after an earthquake and tsunami on 28 and 29
September 2018
Children in a remote area of Afghanistan where Medair provides communitybased nutrition services at around thirty rural and urban sites
Instructor Prashant Pal (2nd from left) and me (3rd from right) with World
Vision LSS BBs
Andrew Parris

Proceeds of this chapter go to MedAir

Contact Andrew Parris on LinkedIn

Mark Novak: Leaning Out Disaster Relief

9/13/2005 photo of Biloxi, Mississippi. Source: NOAA’s National Weather Service
In Biloxi, Miss., a view of the rubble in the wake of Hurricane Katrina, Aug. 30,
2005. Photo by Barry Williams/Getty Images
John Sanders of Biloxi spends a quiet moment on the once quiet, pristine stretch
of Biloxi beach on September 2, 2005. Photo by Marianne Todd/Getty Images
Fishbone Diagram created to brainstorm causes for why the teams felt unproductive over 20% of the day
A3 summary report describing the high level productivity improvements during 3rd mission trip
Before and after photos of Joplin, Missouri. Briarwood Elementary School is
shown in the bottom center of each photo

You can download a PDF of these standard material lists at https://bit.ly/2zkB2DW

Proceeds of this chapter go to Brevard Rescue Mission (BRM)

Contact Mark Novak on LinkedIn or via email at leansixsigmaguy@gmail.com

Brion Hurley: Applying Lean Six Sigma to a Nonprofit Fundraiser Conference

Figure 1: Survey Responses about Potential Conference Topics
Figure 2: Slide presented to attendees to encourage better seating arrangements
Figure 3: Results of Net Promoter Score Question
Figure 4: Summary results of Net Promoter Score Question

Proceeds of this chapter go to Recycling Advocates

Contact Brion Hurley on LinkedIn or via email at brion@biz-pi.com

Kieran Mohammed: Performance Improvement journeyman; from manufacturing to government and nonprofits

Proceeds of this chapter go to the Water Project

Contact Kieran Mohammed on LinkedIn or via email at leandelaware@gmail.com

Brent Weichers: Training and Implementing Lean with a Blind Workforce

Proceeds of this chapter go to The Lighthouse for the Blind, Inc.

Contact Brent Weichers on LinkedIn or via email at BWeichers@lhblind.org

Philip Washburn: Improvement in Affordable Housing Development

Figure 1. The percentage of applicants each month that were approved over a
16 month period. During this time we made 2 significant changes resulting in
2 clear shifts in the amount applications approved.
Figure 2. The pre-improvement process map was complicated and overly
burdensome, with multiple unnecessary steps. The improved process had 6
unnecessary steps removed.
Figure 3. We saw a significant reduction in process days immediately after
the process change. As noted though, with the process change we changed
the bottleneck. We soon began approving more applicants than we could
get through construction, which has now caused a much longer wait for
construction
Figure 4. The above Pareto Chart of defects shows the leading causes for why
donations took more than 30 minutes to process and get on the sales floor. The
“Jared Pile” represented items which did not have a standard pricing structure
and required input from the manager. This created a bottleneck and caused the
largest delays.
Figure 5 and 6. Our donation processing room after completion of a 5S. Room
had been cleaned, unnecessary items removed, labels on where specific items
go, and rearranged for better flow of material.
Figure 7 and 8. During a 5S, we noticed an obvious problem with our scrap
metal station. It was disorganized and overflowing. It was moved and labeled
with a visual cue of when it needs to be taken to the scrap yard. When it reaches
the tape, it is time to remove it.

Proceeds of this chapter go to Habitat for Humanity-MidOhio

Contact Phil Washburn on LinkedIn or via email at pwashburn@habitatmidohio.org

Resources and Next Steps

If you’d like to order the paperback, eBook or Audible version of this book, check out the Amazon link for “Lean Six Sigma for Good: Lessons from the Gemba (Volume 1)