Johns Hopkins Gazette | June 9, 2008
From the online newsletter of William R. Brody, president of The Johns Hopkins University. He writes:
First, a disclaimer: I don't own any stock in Toyota and am not going to get any discount on future purchases, even after writing this article.
On the other hand, I have been a shameless promoter of the automaker's manufacturing process, called Toyota Production System, which has become a widely copied (but rarely matched) method of continuously improving service. We have been using these methods very successfully at The Johns Hopkins Hospital to reduce medical errors and improve quality.
It's great when influential leaders see, understand, and value the power of Lean. That can only help further the spread of this powerful management system.
Johns Hopkins is the origin of Dr. Peter Pronovost's work on “checklists” — the Lean concept of “standardized work” basically, in another name. It's not rocket science — it's Lean process design and having a commitment to making sure a standard process is actually followed consistently.
Subscribe via RSS | Lean Blog Main Page | Podcast | Twitter @MarkGraban
What do you think? Please scroll down (or click) to post a comment. Or please share the post with your thoughts on LinkedIn.
Don't want to miss a post or podcast? Subscribe to get notified about posts via email daily or weekly.
- How to Create a Continuous Improvement Culture by Closing the GAPS — with Katie Anderson - March 30, 2023
- Interview with Mit Vyas: Insights on Learning from Toyota, Entrepreneurial Success, and Mindfulness Practices - March 29, 2023
- Recorded Webinar on Building a Culture of Continuous Improvement through Organizational Habits - March 22, 2023
