Here's the latest installment of “Key Tweets,” a (usually) weekly post that presents some of my tweets (or retweets) from the week, including pictures and other interesting stuff.
You can follow me @MarkGraban and join the fun and the conversation, but you don't need a Twitter account to view any of this.
See the previous installments of Key Tweets.
These #Kaizen templates are free. All we ask in return is that you:
1) Use them
2) Improve them! (we’d love to hear about how you do that – tell us!)
3) A few other favors https://t.co/SYiIk8t9yF pic.twitter.com/lYleB99QJg— Mark Graban (@MarkGraban) January 25, 2018
“Can you prove that engaging employees in Improvement will improve performance? Where are the journal articles?”
Well, do you want to keep proving that not engaging employees isn’t working? What journal article told you to not engage people?
The status quo is strong.
— Mark Graban (@MarkGraban) January 23, 2018
Auto industry legend Bob Lutz: “Twenty-five years from now, [the Model S] will be remembered as the first really good-looking, fast electric car. People will say ‘Too bad they went broke.’” https://t.co/qwhkOI76CW
— Mark Graban (@MarkGraban) January 21, 2018
Fudging the numbers: “the provincial governments lie about the extent of the problem. The official clock starts only when a surgeon books the patient, not when a general practitioner makes the referral.” https://t.co/CAAB5zy9QO
— Mark Graban (@MarkGraban) January 22, 2018
Similar errors have been made twice by the same hospital.
“He said they were promised that protocol was in place to ensure that paperwork and wristbands were double-checked so that incidents like this couldn’t happen again.” https://t.co/ifVV03PCwr
— Mark Graban (@MarkGraban) January 22, 2018
.@MarkGraban here’s my Scripps in person experience: 7:35am waiting room for 730am appt. (instructed to arrive 15 min early) pic.twitter.com/dN4SvYp6yB
— Brant Cooper (@brantcooper) January 22, 2018
Experienced this in a patient-facing iPhone app today pic.twitter.com/7yUW7viNNb
— Mark Graban (@MarkGraban) January 22, 2018
“the confrontational nature of the relationship that had been established in Fremont between workers and bosses was not a result of opinionated operators or over-aggressive union leaders. Rather, it stemmed from the approach of management.” – #Lean https://t.co/1wQkjtLTVX
— Mark Graban (@MarkGraban) January 22, 2018
It’s so @americanair to give out a password card that is NOT the password. 🤦🏻♂️ pic.twitter.com/6NmuT55MBs
— Mark Graban (@MarkGraban) January 22, 2018
To make up for it, all 3 of three @americanair snack tubes are labeled wrong. I hope the regular and decaf coffee weren’t also mixed up. pic.twitter.com/yP9Gi4NRTc
— Mark Graban (@MarkGraban) January 22, 2018
“I think the better way to say it and approach improvement is that you cannot manage or improve what you cannot EVALUATE.” – @flinchbaugh https://t.co/kO3ycxEW2G pic.twitter.com/tpzIEsPlvO
— Mark Graban (@MarkGraban) January 23, 2018
Irony: Listening to a podcast about human error on a flight and then arriving at your hotel to be told “we don’t have a reservation for you this week.” Human error: mine.
— Mark Graban (@MarkGraban) January 23, 2018
Oops — “Mr Immelt’s valedictory cover story in September’s Harvard Business Review (“How I Remade GE”) now looks embarrassingly self-congratulatory.” https://t.co/qbjZLChm8W
— Mark Graban (@MarkGraban) January 23, 2018
If you expect everybody to be 100% busy in a system, people will find ways to look busy, which hides waste and hurts flow. ~@MarkGraban
— Woody Zuill (@WoodyZuill) January 23, 2018
“The correct response is for the committee to ask, “What caused the human error? How could that have been prevented?” Find the root cause and then cure that” https://t.co/GztQceupaE
— Mark Graban (@MarkGraban) January 23, 2018
“We found that the only way that we could really do this is standardize and centralize things," Nguyen-Huynh says. "There needs to be one system, one protocol.” https://t.co/EF6I1w5fqL
— Mark Graban (@MarkGraban) January 23, 2018
It might be "innovation" or it might be "messing with the way we've always done things around here," Scotch edition:https://t.co/xlXyLXOU4t
— Mark Graban (@MarkGraban) January 24, 2018
“A “core Kaizen concept,” as Joe says, is that leaders who want their employees to participate in Kaizen should first make an improvement to their own work.”https://t.co/klhB7xk8Xh
— Mark Graban (@MarkGraban) January 25, 2018
A story from Kenya. Awful.
“The hospital has denied all allegations of rape, and its CEO said the women are lying because they didn’t report the incidents in the hospital's suggestion box.”https://t.co/j7aoA7iHeH
— Mark Graban (@MarkGraban) January 25, 2018
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Mark Graban
Mark Graban is an internationally-recognized consultant, author, and professional speaker who has worked in healthcare, manufacturing, and startups. His latest book is Measures of Success: React Less, Lead Better, Improve More. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. He also published 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.