Do you "Embrace your Misses?"


    Another great thought from David Mann this week was highlighting how a Lean culture will “embrace it's misses” rather than try to cover them up.

    His example was in the context of a production line not making it's production goal for a 30-minute time frame. Do you make excuses for why it didn't happen or do you consider the “miss” an opportunity to fix a problem?

    We had a similar discussion in the context of using “near misses” to drive process improvement. I posed the example of how a nurse might catch, at the last minute, the error that the wrong drug (or wrong dosage) was nearly administered to a patient. I asked, “Do you hide that error or do you embrace that and figure out how things could have gotten that far? Sure, you caught the error next time, but what if you're not so lucky the next time?” We need to fix the root cause problems that led to the error and the near miss so we can avoid future near misses or future negative outcomes.

    An experienced healthcare person in the room pointed out, “Many nurses would look at that scenario and say ‘see, the system worked, we caught the error.”

    We have to re-train ourselves to realize that a “process error” is anything that goes wrong and could have been prevented, not just an error that causes harm to somebody.

    Please check out my main blog page at

    The RSS feed content you are reading is copyrighted by the author, Mark Graban.

    , , , on the author's copyright.

    What do you think? Please scroll down (or click) to post a comment. Or please share the post with your thoughts on LinkedIn – and follow me or connect with me there.

    Did you like this post? Make sure you don't miss a post or podcast — Subscribe to get notified about posts via email daily or weekly.

    Check out my latest book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation:

    Get New Posts Sent To You

    Select list(s):
    Previous articleDarn Big Pieces on the Darn Big Loader
    Next articleL.A.M.E.: Thinking Lean is about Low Inventory
    Mark Graban
    Mark Graban is an internationally-recognized consultant, author, and professional speaker, and podcaster with experience in healthcare, manufacturing, and startups. Mark's new book is The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation. He is also the author of Measures of Success: React Less, Lead Better, Improve More, the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, and the anthology Practicing Lean. Mark is also a Senior Advisor to the technology company KaiNexus.


    1. A great post highlighting how a lean culture can support the promotion of safe working practices. Safety has a direct impact on people, morale, work ethics, performance and cost. If a business has a good and well practiced safety strategy and culture, workers will operate at a higher level and perform more effectively, efficiently and add greater value through productivity and quality.



    Please enter your comment!
    Please enter your name here

    This site uses Akismet to reduce spam. Learn how your comment data is processed.