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. I sometimes also re-share items that I've posted on LinkedIn.
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.
From LinkedIn:
From Twitter:
Flying in the face of any scientific and engineering knowledge, Elon Musk says his ad-hoc assembly line is state-of-the-art. In fact, it's an embarrassment. Here it is, ladies and gentlemen, aerial footage of Tesla's "alien dreadnaught". https://t.co/jZuAD8vVmW
— skabooshka (@skabooshka) June 27, 2018
This is a manual line. Cars will be hand-built on the conveyor, which you can see in the right side of the tent. At the beginning of the line, a FORKLIFT (!) loads the frame onto the conveyor. This is the stone age of auto manufacturing. pic.twitter.com/OryE3Gmilr
— skabooshka (@skabooshka) June 27, 2018
Where do the forklifted frames come from? Each needs to travel from the paint facility area. That's 1300+ meters crowded w/ garbage, defective car parts, discarded tooling, crates. The chaos is why forklifts at Tesla have caused worker injuries that have even led to amputation. pic.twitter.com/vhtuUFH08d
— skabooshka (@skabooshka) June 27, 2018
When you hit an arbitrary target at an arbitrary deadline, just barely, it makes me wonder about repeatability and sustainability. https://t.co/mUS9GbApLT
— Mark Graban (@MarkGraban) July 2, 2018
TIL: There are more bourbon barrels aging than horses in Kentucky. pic.twitter.com/djZrZ1KdWK
— Mark Graban (@MarkGraban) July 2, 2018
“we expect a certain level of performance from our associates and we continue to set productivity targets objectively, based on previous performance levels achieved by our workforce” https://t.co/74gTZ3ttGO
— Mark Graban (@MarkGraban) July 3, 2018
“We support people who are not performing to the levels expected with dedicated coaching to help them improve.”
Bloodworth said he was chastised, not coached, when his numbers were down.
— Mark Graban (@MarkGraban) July 3, 2018
“The productivity target was astonishingly high,” Bloodworth said, and it was always going up. To try to meet it, you had to run around the warehouse — at least if you were an “order picker,”
— Mark Graban (@MarkGraban) July 3, 2018
After defeat, Japan's World Cup team left behind a spotlessly clean locker room and a 'thank you' note https://t.co/MBnEYGQxoH pic.twitter.com/uGvfLwoBz9
— CNN (@CNN) July 3, 2018
“In reality, the focus of conversation is rarely on the patient. And the atmosphere is not always collegial.” https://t.co/MWX3nuc7HD
— Mark Graban (@MarkGraban) July 5, 2018
Continuously working on improvement! #Kaizen #StaffTakingOwnership @CinnamonDixon1 @Xoh @NateHurle @ClevelandClinic pic.twitter.com/Ri5oNGMfI7
— Donna Koterba (@donnakmsn) July 3, 2018
“For now, he said, “we have somebody standing there just pressing the ‘O.K.’ button to restart it.”
Workers given menial tasks like this one seem to be something of a norm at Tesla. ” https://t.co/OxxIKVEE0K
— Mark Graban (@MarkGraban) July 7, 2018
"Workers easily get burned out, and simply replacing them with new cogs in the machine isn’t as simple as it sounds. The company aims to hire about 400 employees per week to both accelerate manufacturing and outstrip the pace of workers leaving."
— Mark Graban (@MarkGraban) July 7, 2018
"it seems [Elon] spends a lot of time figuring out solutions to problems that companies like General Motors, Toyota, and Volvo figured out decades ago. It may be time for Elon to extend an olive branch and request Toyota’s expertise in the art of kaizen."
— Mark Graban (@MarkGraban) July 7, 2018
“The “Toyota Way,” a dogma of “lean manufacturing” governing principles such as respectful management and reducing waste, is often credited with helping turn the small Japanese car company into one of the biggest automakers in the world.”
— Mark Graban (@MarkGraban) July 8, 2018
“As Masaaki Imai said during the opening session of our Japan Tour, #Kaizen and #Lean are “not just a Japanese approach… it's just a good approach… it's simply a good managerial approach.””
https://t.co/3nu4YsOind pic.twitter.com/7PwWX6BmYI
— Mark Graban (@MarkGraban) July 9, 2018
Someone should write an SEO blog post titled "The 10 Top Blog Posts About The X Top #Lean Blogs" – that would be helpful for the uninitiated.
— Mark Graban (@MarkGraban) July 9, 2018
“Management punishes those who challenge decisions, workers say, putting additional strain on the short-staffed facility.” https://t.co/40Z1N1DEMS
— Mark Graban (@MarkGraban) July 9, 2018
“We’re doing #lean.”
OK, have you ever shadowed a nurse for a day? Are you addressing chronic understaffing that harms patients and increases staff turnover? Are you mistake proofing care processes?
“Come look at this whiteboard. It has some numbers colored red. They re bad.”
— Mark Graban (@MarkGraban) July 9, 2018
OH: A hospital laid off many senior VPs to “save money.” Some of these VPs had already announced retirement and were literally DAYS away from leaving voluntarily. But it wasn’t before the end of the fiscal year. Giving a big severance package is saving money??? 🤦🏻♂️
— Mark Graban (@MarkGraban) July 9, 2018
“The number of reported incidents that involved [Bermuda] patients is far higher than earlier reported by the hospitals board.
The most common events involved falls or slips and medication errors.” https://t.co/JupKwTqlbU
— Mark Graban (@MarkGraban) July 9, 2018
Says a Toyota leader: “A #lean culture doesn’t happen overnight. It starts at the top, with all the management, and they’ve got to walk the talk to show that it’s important to the company—that whole spirit of continuous improvement.” https://t.co/smhtXmuyeS
— Mark Graban (@MarkGraban) July 9, 2018
We had a couple of great guesses last week! We are elated to officially announce our keynote speaker for this year's conference: @MarkGraban.#Keynote #connectingeveryday pic.twitter.com/WWP6m0iDl7
— LPASask (@lpasask) July 9, 2018
Even the smallest idea can make the biggest impact. Keeping our patients safe…one idea at a time! #ContinuousImprovement #JustDoIt @CinnamonDixon1 @MarkGraban @ClevelandClinic pic.twitter.com/C4xOJaKwHA
— Donna Koterba (@donnakmsn) July 9, 2018
“People easily become so distracted by the high variation and media outrage, they focus on denouncing the numbers when it might be better to focus on improving safety and quality.” https://t.co/cULm8rGZQQ
— Mark Graban (@MarkGraban) July 9, 2018
One-off quick poll if you’d be so kind as to participate…”Which is the biggest barrier to people in organisations achieving more & greater improvements through kaizen?” #lean
— russell watkins (@leansempai) July 8, 2018
“The facility has struggled with layoffs, staff shortages and, two years ago, a state inspection that determined nursing deficiencies had endangered three patients.
Leapfrog Hospital Safety Grade dropped from a B in the fall of 2012 to a D.” https://t.co/dTQizHvkkJ
— Mark Graban (@MarkGraban) July 10, 2018
An American Toyota leader: “Also, at our company, there are no bad ideas. We tell our people: Bring anything you’ve got to your manager, to the table, to the group, and let’s hear it out.” https://t.co/smhtXmuyeS
— Mark Graban (@MarkGraban) July 10, 2018
“A ground-breaking project in which #lean management is being applied in South African state hospitals is delivering impressive results in various departments… 80% reduction in neo-natal deaths…” https://t.co/ReKz18awTV
— Mark Graban (@MarkGraban) July 10, 2018
“Kalispell Regional has engaged in a scheme to pay excessive compensation to certain employed physicians to reward or induce them to refer patients, including Medicare patients, to Kalispell Regional hospitals and clinics," states the complaint.”https://t.co/Jsuv82WdbK
— Mark Graban (@MarkGraban) July 10, 2018
By @kbjanderson — “Interview with Jeff Hunter: Patient-Centered Strategy” — and I have a podcast with Jeff coming out soon https://t.co/swbG9kYf7m
— Mark Graban (@MarkGraban) July 11, 2018
The run chart for the London crime rate is so much more useful than a comparison against the previous month. https://t.co/kRnX0srWlM #plotthedots pic.twitter.com/hdToYfo0sP
— Mark Graban (@MarkGraban) July 11, 2018
Explaining Kaizen Software to Aunt Martha at the Family Reunion – a post from @KaiNexus https://t.co/kNnKLvdyu2
— Mark Graban (@MarkGraban) July 11, 2018
“How Jeffrey Immelt’s ‘Success Theater’ Masked the Rot at GE"
Does your organization's culture "disdain bad news," contributing to "overoptimistic forecasts and botched strategies?” https://t.co/grkqfuOuRG
— Mark Graban (@MarkGraban) July 11, 2018
“And Toyota would never, as Musk has, try a new manufacturing system and all-new workforce on a never-before-built car. Successful carmaking is “the orchestration of so many things that have to play together in unison,” she says.”https://t.co/qmO7HEhozZ
— Mark Graban (@MarkGraban) July 13, 2018
Some Tesla employees say they were ordered to walk through raw sewage during Model 3 ramp-up — Business Insider https://t.co/NvrlVhuXhr
— Mark Graban (@MarkGraban) July 13, 2018
https://twitter.com/MarkGraban/status/1009049917166358529
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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.