MP3 File (run time 24:31)
Episode #116 is a chat with Jim Womack, founder and former Chairman of the Lean Enterprise Institue, now their Senior Advisor and author of the new book “Gemba Walks,” available in paperback, Kindle format
Here, we talk about the new book, how a gemba walk differs from “management by walking around,” some of his most memorable walks, progress in lean healthcare, and other topics.
For a link to episode, refer people to www.leanblog.org/116.
We recorded two podcasts in the same sitting. Part two is Episode #118, with Jim’s thoughts on recent developments with GM and Toyota, his reflections on the word “lean,” his thoughts on six sigma, and more.
For earlier episodes, visit the main Podcast page, which includes information on how to subscribe via RSS or via Apple iTunes.
You can use the player (use the VCR-type controls) at the top of the post to listen to a streaming version of the podcast (or click here for the streaming audio and RSS subscription). The streaming link is faster for one-time listening (hardly any delay to start listening). Or you can use the download link to put it on your iPod or other MP3 player.
If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the “Lean Line” at (817) 776-LEAN (817-776-5326) or contact me via Skype id “mgraban”. Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.
About LeanBlog.org: Mark Graban is a consultant, author, and speaker in the “lean healthcare” methodology. Mark is author of the Shingo Award-winning book Lean Hospitals and the upcoming book Healthcare Kaizen. He is also the Chief Improvement Officer for the technology startup KaiNexus.
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Mike Lombard has a blog post with some highlights:
http://hospitalkaizen.blogspot.com/2011/03/top-3-insights-from-jim-womack-on-lean.html
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Very good interview. The analysis of the health care situation is excellent, though somewhat depressing. I do think there are a couple of quivers, in addition to lean, that can produce results.
For one, there are some system wide changes (outside/above the level of any one organization) that could improve things. The current system has some extremely bad systemic issues that lean thinking could help with, but also they could be improved without lean thinking (partially because they are so bad there are lots of ways to improve).
Secondly, Clayton Christensen’s ideas on disruptive innovation have huge applicability to health care, in my opinion. http://management.curiouscatblog.net/2009/02/19/applying-disruptive-thinking-to-the-healthcare-crisis/
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You can also read this summary of the interview by the LEI’s Chet Marchwinski:
http://www.lean.org/common/display/?o=1786
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