I recently had the opportunity to interview people from three different organizations that are KaiNexus customers, so I’m going to share those here. You’ll hear discussions about how they’re creating and sustaining a culture of continuous improvement. There’s very little…
Jay Hodge taught the Toyota Production System at a General Motors stamping plant in Indiana — then got a call from Toyota asking him to come work for them. In this episode, he shares what he learned about lean culture,…
Joining me for the ninth time on the podcast, for Episode #381, is Dr. John Toussaint, chairman of Catalysis. John is author or co-author of three books — well actually it’s four books, as a new one is available for…
As I mentioned the other day, I’ve helped the firm Value Capture launch a new podcast called “Habitual Excellence.” The first full episode has been released, with audio of a speech by the late Paul H. O’Neill, Sr. See this…
During my fifth Lean study trip to Japan, I once again visited a Toyota plant — and was reminded of a simple but profound idea that Toyota emphasizes repeatedly: making things means making people. It’s a principle that connects Lean…
My guest for Episode #345 is Edward Niedermeyer, author of Ludicrous: The Unvarnished Story of Tesla Motors. The book offers a deeply reported look at Tesla’s history, strategy, and culture–and why manufacturing and leadership still matter. Ed is Senior Editor…
First, an announcement… you can enter to win one of three eBook copies of Measures of Success: React Less, Lead Better, Improve More. Unlike the previous Amazon giveaway, this contest is open to everybody, regardless of your country. Thanks for…
Last week, Herb Kelleher passed away. He was the legendary founder, CEO, and Chairman of Southwest Airlines. Southwest posted a nice tribute photo of him on the front of their website and also put up a special website HonoringHerb.org. Kelleher…
I take no joy in the troubles of any automaker, be it Tesla, Nissan, GM or any others over time.
Of course, Nissan and GM have been in the news most recently, with the firing (and jailing) of Nissan and Renault CEO Carlos Ghosn. And now, GM has announced major layoffs, the cancelation of some passenger car programs, and the shutdown (and possible closure) of five plants in North America.
I was talking to a friend the other day and I predicted that we'd see news headlines about something like "GM to get Leaner." These headlines would be using the word "lean" to mean "get smaller" instead of referring to "Lean" (which I capitalize as a proper noun) as a synonym for the Toyota Production System.
I was disappointed to hear GM's CEO, Mary Barra, a long-time GM employee using the word "lean" in the context of the company getting smaller.
Mark's Note: I asked my firiend Sam Selay to write a blog post on this topic after some private discussions that we had. He agreed and shared this post. I've talked to many others who have run into similar roadblocks and frustrations when trying, with the best of intentions, to bring their Lean skills and experience into healthcare.
Sam was one of the contributing authors to the anthology "Practicing Lean," which is now available through Apple iBooks, in addition to Amazon (Kindle and paperback), and Leanpub (eBook and audiobook). Here is his post:
In June, I was informed by my employer that the company had decided to go in a new direction. They said they would now build lean into their processes and enable process owners to be responsible for all continuous improvement functions. To date, I don’t know many organizations that have been able to successfully embed lean into everyone’s work and sustain it.
Thanks to posting about the trip on LinkedIn, I learned that Mike Bukowski is now working for Sazerac, the parent company of Buffalo Trace, in a process improvement role. Last year, Mike attended the site visit and class that Joe Swartz and I hosted at Franciscan St. Francis Health.
Mike has embraced might call "lessons from Toyota," as taught to healthcare people, and is now training and coaching people who make some very fine bourbon, including Aaron Krentz, Processing Supervisor (at right).
Joining me for Episode #307 of the podcast is my friend Andre DeMerchant, the President of DeMerchant Healthcare Solutions Inc., based in Kitchener, Ontario. We first crossed paths when we had the chance to work together with an American healthcare client via our then-affiliation with Pascal Dennis and Lean Pathways.
In today's episode, we talk about Andre's history working for Toyota in Canada and what he learned there -- and why it's important that he learned about "how flow works" at Toyota. We chat about the terms "Lean" and "The Toyota Production System" and what those words mean to him. How does TPS "transcend culture and language," as well as industries?
We then shift to talking about healthcare and some of the common challenges, including "financial hardships," that are faced in many countries. Why are hospitals "poorly prepared for change" in many cases? Another main theme is "cost cutting" and why you can't cut your way to success.
