Here’s the latest installment of “Key Tweets,” a post that summarizes some of my tweets (or retweets) from the week. Follow me @MarkGraban and join the fun and the conversation. See the previous installments of Key Tweets here.
Back in 2007, I had my first opportunity to travel to England, a country I really love visiting. I had the chance to attend the “First Global Lean Healthcare Summit” that was produced by Dan Jones and the Lean Enterprise Academy. They actually have posted many of the slide decks from the Summit there on the site, but there’s no video that I can find. I’ve embedded some of the decks below and I’ve also added some of my notes that I took.
When people ask me why I do what I do, my first answers are:
- improving patient safety
- creating better workplaces for people
It’s as simple as that. Those are the important problems that I’m passionate about (and have been able to help fix, at least in some local situations). At a more global scale, too many patients are hurt or killed by preventable medical errors. Too many people end up hating their jobs or going home crying or exhausted at the end of the day. That needs to change.
As often happens, I have too many open browser tabs full of articles that I was going to potentially blog about. Too much WIP (a problem that Jim Benson will discuss in our upcoming Boston workshop).
So, it’s time for me to clear out my backlog and to share some articles I’ve been reading with some quick notes, instead of full blog posts. Well, I got my backlog down by three. I’ll try again next week with some shorter blurbs about more articles, perhaps.
Ok, for those of you who maybe find “50 Shades of Lean” to be a bit too racy, here are some sweet “candy hearts” for Valentine’s Day… Lean and Lean Startup Edition.
Create your own hearts here and submit your creations using the form below or tweet them with the hashtag #LeanValentine. There’s no prize offered other than the intrinsic pride of creation and sharing. I’ll post submitted hearts that I like as comments below the post.
Last week, I wrote a post (part 1) looking back at our visit to the Toyota Tsutsumi factory that was part of our Japan tour that took place two months ago now. See previous posts in this series. I’m going to try to do one post a week on this topic. If you’re in San Francisco, I’m giving a talk on Wednesday night about Lean, Japan, and ideas traveling back and forth across the Pacific.
Tomorrow afternoon, I’m doing two different webinars that I hope you’ll want to sign up for.
Even if you can’t attend live, I’d encourage you to register in advance so you can get links sent to you automatically to view these on demand. Both webinars will be recorded and links will be sent out to those who registered.
This tweet and photo made me chuckle the other day…
If it’s “your right” or “your left” as you’re going up or down the stairs, collisions are going to happen if everybody followed these instructions:
We have an incredibly diverse group, with attendees from the U.S., Canada, Denmark, Saudi Arabia, Indonesia, Malaysia, India, and Singapore. We’re going to learn a lot about Japan and Lean and I’m sure we’re going to learn a lot from each other.
Organizations try to copy each other all the time. It doesn’t always work.
Manufacturing: A plant manager visits another factory and sees neatly organized tools and then comes home and tells everybody “to do 5S.” They’ve thoroughly missed the fact that the good factory engaged everybody in the 5S process and was using the methodology to solve problems that mattered. as part of a broader Lean management system. The top-down mandate isn’t embraced and then the copying plant manager decides “Lean didn’t work here.”
In the 60-second piece, GE highlights how their advisors helped a manufacturing company double efficiency by using Lean methods and by asking “the important question – why?” What happened? “Ideas for improvement started pouring out.”
I was recently interviewed by one of the reporters who put together this web article in Canada:
The article highlights Lean success stories and it also raises some interesting challenges and data that question the approach.
This commercial made me chuckle as somebody who has bought and used a lot of Brother label makers.
The video is meant to comically show the ill effects of a lack of labeling in a circus A/V control room (I saw this posted on Facebook by a college friend who does professional lighting design work for rock bands and pop stars). This clearly resonated with him (and I bet he labels things).
Today’s post is being hosted by the Lean Enterprise Institute and their “Lean Post” blog… click on the headline below or the image to read:
It’s a post that encourages people to “ask why” when thinking about standardized work, 5S, and other Lean practices.
Long-time readers might remember this post of mine from February 2007:
Please check out that post. It’s a classic example of what I shortly thereafter started (in March 2007) calling “L.A.M.E.” or Lean As Misguidedly Explained.
In March, I wrote a post titled “Is it Lean’s Fault or the Old Management System’s?” about how people’s complains about Lean are actually often complaints about old management mindsets.
In November 2012, I had the opportunity to visit Japan for the first time as part of a Lean healthcare study mission. It was fascinating to compare notes with colleagues from the U.S., Belgium, and Holland as we visited factories, including a Toyota plant, and two hospitals that are using the methodology – at least to some extent.