Dilbert’s Boss Doesn’t Want Suggestions (Of Course)

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None of us expect Dilbert's pointy-haired boss to be a Lean leader or somebody who is excited about Kaizen. He is, if anything, honest about his disinterest in participating in Asok the intern's improvement idea. See this strip.

One difference between a Kaizen program and a traditional suggestion system is that, with Kaizen, employees are focused on things THEY can implement and take action on… they need the manager's involvement as a coach and servant leader. But that's also something that the pointy-haired boss is clearly not willing to be.

Check out more Lean-related Dilbert strips here:  www.leanblog.org/dilbert

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Mark Graban is an internationally-recognized consultant, author, and professional speaker who has worked in healthcare, manufacturing, and startups. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. His most recent book is the anthology Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also a Senior Advisor to the technology company KaiNexus. His latest book has been released as an "in-progress" book, titled Measures of Success.

1 Comment
  1. Gary says

    I agree with your comparison of Kaizen and “traditional” suggestion systems. A non-traditional idea system collects problems and solutions that, like a Kaizen, can be implemented by the submitter and their supervisor. This can generate hundreds, or thousands, of base hits that form the foundation of a continuous improvement organization.

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