You heard enough from me yesterday… today I want to share some other voices with you and their thoughts on Lean. First, familiar voices (John Shook and Jeff Liker) and someone who might seem like a new voice in the Lean world (Stephen Covey).
I wish I could have been a fly on the wall for the coffee shop chats between John Shook and Jeff Liker, talking about and debating the recent and current Toyota crisis. John Shook writes about it here, on his LEI blog management column (“Toyota Trouble: A Dialogue with Jeff Liker“).
It's too bad they didn't record this as a podcast or a video podcast. I've been reading it and will likely read it again to absorb their thoughts and perspectives. You can share comments on their discussion over at lean.org or share them here if it's easier.
New, Yet Familiar, Voice:
Utah State University recently announced that the famous author and guru Stephen Covey (of The 7 Habits of Highly Effective People fame) is joining the faculty of the Huntsman School of Business, the home of the Shingo Prize for Operational Excellence.
In that new role (he is already guest lecturing), it appears that Covey might be taking an active role in promoting Lean? He was already announced as a keynoter at this year's Shingo Prize Conference (where I'll also be giving a talk on Lean healthcare).
Now, this video has appeared on YouTube, with Covey talking about Lean in very human terms — not tools, but principles of integrity and respect for people.
Do you think Covey will introduce Lean to a new audience? Will he have an impact on the new folks and the existing Lean movement in helping everyone understand that Lean is about people, not just tools? What are your expectations?
Have you incorporated Covey's “7 Habits” into your own professional development or formal Lean efforts?
I'm not the biggest Covey-phile, but I can see the connections (and remember enjoying his book and seeing him speak 12 years ago): Habit 1 (Be Proactive) certainly fits with Lean (identify possible problems in the process rather than reacting when things go wrong. Habit 2 (End in Mind) speaks to purpose and goals — why we work at Lean transformation. Respect for people includes Habits 3,4, 5, and 6 (integrity, win/win/ seeking first to understand, and cooperation). Habit 7 (sharpen the saw) speaks to “kaizen” or continuous improvement and development.
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