Why did "The Rock" and his movie make me think about Lean? Are many individuals (or organization's) willing to put time into continuous improvement every day for 20 years? If so, the results and "after" picture seem astonishing, right?
Mischelle McMillin, from Franciscan St. Francis Health, shares “dos and don’ts” for leaders going out to the “gemba” (the workplace). What is “the riddler” and why should you avoid being one in your efforts to create a culture of continuous improvement?
Lean sometimes gets, I think, an unfair rap that it’s only a method for incremental improvement. See this article, for example: “Limits of Lean — Transformative Care Redesign Must Go Beyond Typical Lean-Based Improvements.”
I saw this article a few days ago in one of the larger healthcare industry trade publications: How One Woman Saved IU Health $54 Million The headline is misleading, as addressed in the opening sentence / sub-headline of the story (via HealthLeaders): “With a little help from about 10,000 of her friends and colleagues, the head
You Don’t Build a Culture of Continuous Improvement by Waiting Until Your Culture is Totally Ready for Continuous Improvement
When I talk to organizations about Kaizen, or continuous improvement, there's far too much self-defeating talk, where people say things like: "We're not going to try this Kaizen process because our culture isn't ready yet."
In my travels, I often meet people or visit organizations that say something like: "We're doing Lean... we just call it Process Improvement." They have a "Process Improvement" (PI) department...
Domonique Foxworth, who earned an MBA from Harvard Business School after his NFL playing days, says, "... there are competitive advantages to be gained in the way that organizations are run.”
My guests for Episode #270 of the podcast are two physicians: Paul DeChant, MD and Diane Shannon, MD. They are co-authors of the recently-released book Preventing Physician Burnout: Curing the Chaos and Returning Joy to the Practice of Medicine.
I had a chance to visit one of their community hospitals, Hillcrest Hospital, as well as the main campus. It was a very stimulating visit and it was great to see the progress they were making in building a “culture of improvement.”
I saw this quote the other day and tweeted it. It seemed like food for thought and something to reflect on for a new year. A Google search doesn't lead to a clear creator of this quote... it's a common thought that has been around a long time, I guess.
John W. Parks IV, pictured at left, is a Professor of Percussion at Florida State University. He was one of my favorite people during my time as an undergraduate student at Northwestern University. I played drums in the marching band there for four years.
I was happy to see an engineer (Chemical Engineering) and a General Motors leader, Alicia Boler Davis, on the cover of the Northwestern University alumni magazine.
See this profile and story:
I’ve long been skeptical of so-called “Lean Sigma” or “Lean Six Sigma.” And not because I’m against Six Sigma statistical methods, which are valid and helpful in solving certain difficult problems.
I recently wrote about my exploration of the collected papers of the late Don Ephlin, a UAW senior leader and a professor of mine at MIT.
In that first post, I shared a few quotes that were scattered around the original NUMMI Team Member Handbook from 1984, the year that the plant re-opened as the joint venture between GM and Toyota. (Read past posts about NUMMI).
To kick off the event, we shared a video that features KaiNexus team members sharing what we believe about people, organizations, and continuous improvement:
Joining me for Episode #263 is another returning guest, Pascal Dennis (@AuthorPascal on Twitter). He was previously a guest on Episodes #96 and #239, talking about two of his previous books (see a full list here).
Last year, I wrote a blog post about the intersection of two things I like a lot: Kaizen and whiskey: “Why Kaizen is an Important Differentiator for Japanese Whisky.” Yeah, the spelling of whiskey/whisky isn’t standardized :-)
Continuing from Part 1 of my post about my first day of my first China trip, I’d like to share more about the Lean healthcare conference and presentations that took place.
In the next presentation from a Chinese hospital, the speaker started talking about the need to “improve [patient and employee] satisfaction through Lean management” and that “we have the same goals and purpose” as I expressed in my presentation… namely safety, quality, waiting times, cost, and employee morale (SQDCM).