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.
My wife and I were late to the wildly popular podcast “Serial,” but we listened to the first six episodes while traveling over the holidays. I ran hot and cold on the serialized non-fiction story about a murder… it was somewhat interesting, but a bit drawn out. The show requires a lot of patience (and at least eight hours of listening).
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:
This cartoon is not inspired by any particular incident or any real health system, but it was based off my random thought about what would happen IF a senior executive really misunderstood the intent of a “Gemba Walk.”
Recently, while watching part of The Simpsons marathon that aired on FXX, I was inspired to write this post: “Proof That Nelson from The Simpsons is Not a Good Kaizen Coach.”
That led Simon from Germany to point out a different episode where it seems like Homer does a “gemba walk” at the nuclear power plant where he works:
MP3 File (run time 36:24)
Joining me for episode #208 is Michael Bremer, author of the recently released eBook How to Do a Gemba Walk. Michael is president of The Cumberland Group, a business improvement consulting firm based in Illinois.
If you know me, you know I’m a huge fan of The Simpsons. The show has been on TV for 25 of my 40 years.
The cable channel FXX is having an “Every Simpsons Ever” marathon, showing all 552 episodes over 12 days.
I saw this piece by Bob Herman at Becker’s Hospital Review and ended up writing a blog post here instead of writing a long comment there. The piece is:
California week on the blog continues after yesterday’s post about Lean at San Francisco General Hospital.
Today, I’m flying to Los Angeles to attend the 5th annual Lean Healthcare Transformation Summit. I will be, as usual, moderating the CEO panel and I will be, for the first time, moderating the Q&A session at the end of each keynote talk. Follow along on Twitter with hashtag #HCsummit14 and I’ll be blogging about things over these two days.
As I wrote about on LinkedIn, instead of blaming “bad managers” or a “lack of integrity” at local VA sites, like Phoenix, we have to look at the system.
I didn’t know , until yesterday, that Toyota has an official company blog (at least for Toyota UK).
Even though I’ve learned from Toyota people and many books and classes (and I’ve written books of my own), I always encourage people to get Toyota Production System knowledge directly from the source whenever possible – including the books of Ohno & Shingo and modern-day Toyota people like Pascal Dennis, David Meier, John Shook, and others).
Toyota has a post about 13 “pillars” (principles, really?) of the Toyota Production System. Check it out.
Sorry to get all Katie Couric on you, but I’m going to have a colonoscopy on Friday. I turned 40 last October and I have some family history that leads my doctor to get one done now rather than at 50.
Unlike Katie, I won’t be broadcasting mine live, but I’ll share some articles and reflections on the process and, being process focused, what could go wrong. It’s a very necessary procedure, but there are, sadly, some very unnecessary and preventable risks.
Today’s Dilbert is a very funny illustration of what goes wrong in what you might call “boss-driven suggestion systems.”
The first part of the strip, which starts off with the “pointy-haired boss” (PHB) asking Dilbert if he has any “great” ideas.
What’s the threshold for “great”?
See the whole strip here.
Every once in a while, I have too many browser windows open and it slows my computer down. That’s when I dump a bunch of links in a post that clears out the Lean Blog backlog.
Dan Markovitz had a thought provoking post called “How not to build a kaizen culture in three easy steps,” where he sadly describes what his wife is facing with with what they call “kaizen” in her hospital. It sounds more L.A.M.E. than Lean. He also shares examples of places that are doing better.
Out there in the Lean and quality improvement communities, you sometimes hear some silly things. Sometimes, I want to attach the “Lean As Mistakenly Explained” (or L.A.M.E.) label to what’s said when it really seems off the mark from what Lean is really all about. Davis Balestracci, a columnist for Quality Digest, passed along something he heard from a “Lean guru” (whatever that means):
“In my opinion, any approach should also involve the use of data in some way, shape, or form. I once had a lean sensei (local “guru”?) vehemently make the point that lean does not involve data at all.”
It’s Valentine’s Day. I’ll be on a flight home from Boston later, hoping to see my wife at least a little bit on this day. Anyway, we never go out to dinner on Valentine’s Day proper — our attempt to help “level load” the restaurants (and we get plenty of chances to go out otherwise).
Did you know you can create (and buy) customized NECCO “sweethearts” candies that include Lean phrases? I should plan better next year and get some of these made to take with me to conferences (a reminder is going on my calendar).
Here are a few previous Lean Blog posts that touch on topics of Love or Valentine’s:
I was asked a question by a Twitter follower over the weekend:
“What are the pros & cons of using direct observations in hospital environment to identify value & none value adding activities?”
It’s a short question, but I didn’t think I could answer it in 140 characters. So here goes (and please add your thoughts in the comments section).
There are many advantages of “going to the gemba” to observe (gemba being a Japanese word that means “the actual place” or, basically, the place where work is done).
I recently stumbled across a very interesting and well-produced mixed-media presentation that starts with the sounds of snow crackling under a pair a boots… a video clip that illustrates Delvecchio Finley, the CEO of Harbor-UCLA Medical Center, making a snowy trip to ThedaCare, in Appleton, Wisconsin to learn about Lean and healthcare improvement.
Check out the presentation by Russell Mitchell here. Make sure you are at a computer with speakers or headphones. You might want to view it in a conference room with a team to be able to discuss it.
They introduce a pretty good definition of Lean at the start:
“Lean is a bottom-up approach to identifying and fixing broken systems–for example, a medication delivery system responsible for high rates of hospital errors, or a patient intake process that produces long backlogs and waiting times that muck up schedules and frustrate patients. “Bottom up” means that Lean relies on people closest to the work to fix systemic problems.”