Tag: Respect for People
Lean provides a philosophy and a management model that should be nothing but good for staff and patients. The idea of “respect for people” might sound nice in principle, but what does it mean in a practical sense...
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.
For today’s “Throwback Thursday,” I recently re-watched parts of a DVD I helped produce a few years back for the ThedaCare Center for Healthcare Value — Thinking Lean at ThedaCare DVD: Strategy Deployment, Alignment & Leadership.
MP3 File (run time 42:37)
Today’s guest is Michael Ballé, an author of many novels about Lean management, published by the Lean Enterprise Institute. He joins us for this episode from Paris (he shares many photos of “Paris moments” via his Twitter account @Michael_Balle). Michael and his father, Freddy, have collaborated on these books and have learned about as directly from Toyota as anybody (Freddy was CEO of the French automotive supplier Sommer-Allibert and was coached by Toyota there).
Lessons from the Football Coaching and Leadership Styles of the Oregon Ducks and Ohio State Buckeyes
Note: Today is the fifth anniversary of the Haiti earthquake. Russell Maroni’s journal from his volunteer work there, including some Lean concepts he employed, is still available. You can download a free PDF and I hope you’ll consider making a charitable contribution.
Mark’s Note: This is a guest post from an old friend of the blog, Mark Edmondson. See his older guest posts from years back. He originally posted this on the AME website and he agreed to have me re-post it.
A Few Recent Articles by (and a Podcast with) Mark Graban: Lean Healthcare, Kaizen, Mobile Devices, Etc.
Here are a few articles (and a podcast) that I either wrote and had published recently or was interviewed for.
Lean Management Journal – Lean and Technology
I recently got introduced to the relatively new publication, the Lean Management Journal and I actually read the issue (which included Eric Ries being interviewed) from cover to cover, which is rare for me.
I saw this video last night on Paul Levy’s blog and it’s important enough that I want to share it here with a few additional thoughts.
In the Lean methodology, our mindset is that we respect people as individuals, respecting their human nature, and this means we appreciate that we are fallible and make mistakes. Therefore, we don’t blame and punish individuals for things that are systemic problems. There is a high degree of overlap here with “Just Culture” and the modern patient safety movement.
What happened? One nurse misread a patient’s glucometer, think
Here’s a great post from Pascal Dennis on Lean and PDCA (or PDSA):
Everybody should read Pascal’s post… twice. Honestly, go read it a few times before returning here.
I was fortunate to take an LEI class with him about five years ago. I’ve learned a lot from Pascal’s books.
I was also very fortunate to work with him a bit in person…
In a new video released by the Lean Enterprise Institute, CEO John Shook talks about a “Lean transformation” model. He starts by explaining how “prescriptive implementation models” have been attractive to many organizations and “that can be effective in making a certain amount of improvement and learning” but there’s a better approach than “copying” Toyota’s tools and techniques.
Here is the video:
I had a chance to go back to the Toyota Motor Manufacturing Texas (TMMTX) plant in south San Antonio last week with a group of executive education students at Trinity University. I first visited the plant back in 2010 and I’ve been there three times while living here the last two years.
I love helping take students there, giving them some pre-tour education about Lean (such as, “it’s not all about robots”) and helping prep them with good questions to ask about “Lean culture” that would be transferrable to their workplace…. including continuous improvement AND respect for people.
I love Toyota’s openness and hospitality… and I see something new each time – including how they are (of course) not a perfect company. So, it’s time to share some more notes (see previous posts).
Today and tomorrow, I’m attending the Lean Startup conference in San Francisco (the event produced by Eric Ries, the author of The Lean Startup). I’ll be learning a lot of ideas, by attending presentations and networking, that will be applicable over at KaiNexus. I’ll be taking notes in this open Google Doc.
I was accepted to give a talk about the Lean principles of continuous improvement and respect for people, as experienced in healthcare (3:40 pm in the Fairmont Hotel Crystal Room, if you’re here). But, I’m also giving the talk because I hope to help spread the message that Lean, in factories, hospitals, or startups, is not just a matter of tools and techniques – it’s also a culture.
There were a few great Dilbert cartoons this week that are relevant to Lean culture discussions.
Even when the cartoons aren’t directly Lean related (as these are), we can still find thought-provoking ideas related to Lean.
Managers can’t force creativity. When you put pressure on people – through unrealistic deadlines, targets and quotas, and the like, creativity goes down.
When people are just trying to avoid getting yelled at, they quit taking risks and creativity suffers.
Mark’s post: I’m still away on vacation, but happy to have some guest bloggers, including Chad Walters. Unlike his past posts, today’s not about Lean in sports… and I think you’ll enjoy it.
Obviously one of the most important questions we ask in the field of continuous improvement is “Why?” and for very important reasons – we get answers for reasons decisions were made or we identify potential root causes the more we ask.
But from the perspective of respect for people, I also offer up “What do you think?” as another important question we should have in our arsenal of inquiries.
I had a chance again today to attend ThedaCare’s weekly “report out” where a few hundred people gather in an auditorium to review and celebrate their “rapid improvement events” from the past week.
People often ask me where the term “Lean” comes from. It’s not an acronym, so it shouldn’t be spelled “LEAN” (but it often is). Lean is not a synonym for “lacking or deficient” in resources, as some dictionaries will tell you or as it gets used in news headlines about “surviving the lean economy.”
The term “lean production” arguably was first used in a MIT Sloan Management Review article by John Krafcik that was published 25 years ago this fall (Fall 1988), titled “Triumph of the Lean Production System” (pdf via LEI). In the 1980s, Krafcik, who worked with The Lean Enterprise Institute’s Jim Womack in the MIT International Motor Vehicle Program is now president and CEO of Hyundai North America (update: he’s now CEO of TrueCar).
Dr. W. Edwards Deming‘s last book was The New Economics for Industry, Government, Education. In Chapter 5, Deming writes, “Transformation in any organization will take place under a leader. It will not be spontaneous.” A leader “possesses knowledge, personality, and persuasive power.”
How does a leader accomplish transformation?
Here’s a fascinating article: “How Toyota brought its famed manufacturing method to India.”
The piece starts with a story about a classic Toyota management practice — “Genchi Genbutsu, or on-site inspection, which is at the core of the Toyota Production System (TPS). Nakagawa, who has been a TPS practitioner for four decades, doesn’t believe in seeing things on his computer screen – he prefers to go where the action is. “Can a computer smell? Genchi Genbutsu is very important because only on-site will your sensory organs be alert – smell, sound, vision,” he says.