This, and other documents that I’ll be blogging about, are part of Don Ephlin’s UAW office papers that are archived at the Walter P. Reuther Library at Wayne State University in Detroit. Thanks to them for their assistance.
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).
Visiting the Gemba & Seeing a Growing Culture of Continuous Improvement at Mary Greeley Medical Center
Recently, I wrote about an on-site event that I helped the Iowa Lean Consortium and Mary Greeley Medical Center (MGMC) organize… here is my first post about the morning of that event, if you missed it:
To kick off the event, we shared a video that features KaiNexus team members sharing what we believe about people, organizations, and continuous improvement:
Snapping a historic 108-year drought, a small hospital, Chicago Community Use Bariatric Health Services (CUBS), implemented their first employee-driven improvement idea Wednesday night, breaking a long curse.
If Austin’s expression is “Keep Austin Weird,” maybe we can “Keep Improvement Weird?” I should make t-shirts.
I really enjoyed spending the last two days at Mary Greeley Medical Center in Ames, Iowa the last two days.
This article from the Toronto Star caught my eye the other day:
There was a law passed in Ontario requiring drivers leave one meter of space between them and cyclists. This doesn’t always happen, as there have been almost 900 collisions between bikes and cars to date this year in Toronto.
When I was a graduate student at the MIT Leaders for Global Operations program, one of our visiting professors was Don Ephlin, a former Vice President for the United Auto Workers. He passed away in 2000 (read his obituary).
When I was in England on vacation recently, I saw this column in the Financial Times:
And the author, Sarah O’Connor, makes a great point in the sub headline – that just asking people to work faster might mean quality suffers. As leaders, in a factory or a hospital or a software company (or whatever), you can’t just demand better results.
I watched the movie "Jiro Dreams of Sushi" for a second time. The film focuses mainly on Jiro Ono, a now 90-year old sushi chef in Tokyo who has received the rare and coveted Michelin 3-star rating for his restaurant. The film reminds me of Lean thinking, especially the drive for Kaizen, or continuous improvement.
I was fortunate to take a nearly two-week vacation recently, a trip that included a week in France.
My wife and I had a chance to, I guess, do a number of “gemba visits” at some wineries in the Burgundy, Chablis, Champagne, and Alsace regions of the country last week.
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 :-)
You might remember the hubbub (a kerfuffle?) over the NEJM opinion piece written by Dr. Jerome Groopman and Dr. Pamela Hartzband. See my first post about their article. There are more links at the bottom of this post
Here’s the latest installment of “Key Tweets,” a weekly post that summarizes some of my tweets (or retweets) from the week, including pictures and other fun stuff. Follow me @MarkGraban and join the fun and the conversation. See the previous installments of Key Tweets here.
As I occasionally do, I’ve written blog post for KaiNexus:
I hope you’ll enjoy the post… not just me complaining about a car dealer (it was their loss, quite literally). But, I think you’ll appreciate the parallels to process improvement.
One thing I enjoy is the opportunity to basically be a “value adding” worker in a process. The work is pretty repetitive (but, again, it’s a very enjoyable environment) and it lets me think like an industrial engineer or a “Lean thinker” when I’m not talking with...
I've written a lot about suggestion boxes, and usually in the context of how they don't work well. Many aspects of traditional suggestion box systems sound great, but don't work in practice. What doesn't work: Boxes not being opened very often, being reviewed by a committee or executives...