Today's Post in <50 Words: This post will point you to a few things you might be interested in: a free webinar this Thursday, some thoughts on Kaizen and “low-hanging fruit,” and a summary of the book Practicing Lean.
Thursday Webinar on Bottom-Up Improvement
On Thursday, I'm hosting a KaiNexus webinar that will feature a presentation by one of our customers, Matthew Cannistraro of the Boston company, J.C. Cannistraro.
The webinar is titled:
“The Intersection of Culture and Technology: Capturing Improvement Where it Happens.”
In this blog post, you can listen to a 10-minute podcast I did with Matthew where he introduces himself, the company, their Lean journey, and a preview of the webinar.
If you like that content, please subscribe to our KaiNexus podcast, which I contribute some content to.
Some Thoughts on Kaizen and “Low-Hanging Fruit”
I was asked to contribute some thoughts for this article:
“What 7 Lean Experts Have To Say About Kaizen.”
The question asked was:
“What is one low-hanging fruit you can solve with a kaizen mindset?”
I said, in part:
“The answer to that question for each person usually depends on what is right in front of their face. It's usually very easy for somebody to find a problem to solve or an opportunity for improvement in their workplace (or in their home).”
There are other contributions in the article from folks including Paul Akers and Bruce Hamilton.
How would you answer that question? Leave a comment below here on this post.
Practicing Lean Summary Thoughts
Cameron Stark is a physician in Scotland who contributed a chapter to our Practicing Lean book project.
He volunteered to write a closing chapter that summarizes some of the themes from the book. I've added that to the book, which is probably the last major change that we'll make.
I suggested that Cameron post the summary on his blog, which he did:
He writes, in part:
“The combined experiences of the contributors to this book range over decades, industries, and continents. From people who have worked on Lean for many years, to people who have started their Lean journey more recently, the accounts include many variations. Some people worked in organisations with active support for Lean, while others were expected to deliver improvements with little support.
When reading the accounts as a whole, it is the similarities, rather than the differences, that jump out. Lucas and Nacer (2015) tried to identify the behaviours that are important to improvement work in health care. The present book provides an opportunity to look at themes recurring in many and varied accounts of Lean work in different settings.”
I hope you'll consider buying the book as, again, 100% of all author proceeds are being donated to the Louise H. Batz Patient Safety Foundation.
Thanks to Cameron for his contributions and support for this project.
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