I recently saw a presentation by some leaders from a children’s hospital. I was really impressed that their medical quality and effectiveness leaders were outspoken advocates for Lean and Six Sigma, as was their director of process improvement. They shared…
I've been going through the book by the late Peter Scholtes: The Leader's Handbook: Making Things Happen, Getting Things Done. His work builds upon the legendary W. Edwards Deming and Russell Ackoff, among others.
I often quote Scholtes (something also attributed to Peter Senge and others) as saying:
"People don't resist change, they resist being changed."
I think that's very insightful and that thought has led me to study change management, "motivational interviewing" and other related topics. It turns out that having the right answer and pushing it on others isn't the best strategy for effecting sustainable change. I had to learn those lessons the hard way and I'm still learning.
TL;DR: Cherry-picked metrics can make performance look better without actually improving it. Process Behavior Charts help leaders distinguish real improvement from noise, stop overreacting, and focus on improving the system instead of explaining fluctuations. One of the phrases and concepts…
As Eric wrote about in The Lean Startup (and as many others say), time is the most precious commodity anybody has. I think that's true in startups and it's true in other organizations. Everybody says they don't have enough time. So, we have to use it wisely.
I received another reader question (submit yours here) and it’s about statistics, “daily Lean management,” and visualizing performance data. Hey Mark: I like your posts about control charts and data. Our health system is rolling out a “Daily Lean Management” system…
If you don't care about sports or statistical process analysis, this isn't the post for you... but it was interesting for me to try to wrap my head around the data behind a headline ("Blazers player secures $500,000 bonus by not taking 3-pointer in final game of the season") that I'll write about here in this post.
I'm looking to offer some workshops in beautiful downtown Orlando. In this post, I describe the workshops and invite you to take a survey if you're interested in doing them here.
Can leaders get some improvement just by asking for it? Does improvement stall out if we don't have a method for doing so? What can "process behavior" charts show us in our work today?
I’m talking about the use of “bar charts” vs. “line charts” when tracking performance measures through Lean Daily Management, Strategy Deployment, or other methods.
Short Audio Essays on Lean Thinking, Leadership, and Continuous Improvement Lean Blog Audio features short audio versions of articles from LeanBlog.org, written, read, and expanded by Mark Graban. Each episode explores practical applications of Lean thinking, psychological safety, continuous improvement,…
tl;dr: Red-green charts push leaders to react to every up and down, turning normal variation into false drama. Process Behavior Charts provide the context needed to see signal vs. noise–so leaders improve the system instead of chasing each data point.…
TL;DR: Understanding Variation by Donald J. Wheeler is the most influential book in my Lean journey. It taught me how to distinguish signal from noise in data, avoid overreacting to normal variation, and focus leaders on improving systems instead of…
