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The GM Quality Death Spiral, Part 2: How Blaming Workers and Chasing Production Destroyed Quality

GM Quality Death Spiral 1996 Part 2

Recently, I blogged about a quality catastrophe that I lived through at GM just over 20 years ago, at the now-closed GM Livonia Engine Plant.

Bluntly, the quality problems were caused by poor management and the side effects of their decisions. Even though they constantly blamed workers, management directly interfered with workers and engineers being able to do the right thing for quality.

Here is Part 2 of that story... the first quality "spill" took place in April 1996. As I wrote about last time, Angry high-horse memos were sent out by management. Workers were told to have pride and to pay closer attention to quality (as if those had been the problems).

Respect for People and Continuous Improvement in Healthcare: Lessons from Lean

I was recently asked to do a recorded video presentation for a medical conference in Turkey. I spoke about the dual pillars of "The Toyota Way":

Respect for People
Continuous Improvement
The video is about 20 minutes, split about half and half on each of those interrelated topics. I'm coming to you from a hotel room, somewhat tired after a day of consulting.

(Slides PDF and transcript also included)

What Books on #Lean and TPS Are Sold at the Toyota Museum in Nagoya?

It's Monday morning in Nagoya, Japan as I write this. I'm still jet-lagged and up early, so here's a blog post after all...

Sunday, I had the chance to visit the Toyota Commemorative Museum of Industry and Technology in Nagoya. There's so much that I can blog about...I'll write more posts about my museum visit in the future.

In this post though, I share a little bit about some of the books that they sell - in English and Japanese...

The Response to the Hawaii False Alarm Can’t End With Firing Someone

Saturday, you might have seen the news about a "false alarm" push alert that was sent to many iPhones and other smart phones in Hawaii. An alert was also sent out over many TV channels through the Emergency Response System.

Is the response one that focuses on blame and punishment? Or is it focused on understanding how systems fail and how to improve them to prevent future recurrence?

How does this all apply to your organization?

Archived List of Podcast Episodes

Previous Episodes (Full List): Click to visually browse episodes For easy access to any Podcast, use the forwarding URL: leanblog.org/X where X is the episode number. This text list is from the old version of the podcast’s main blog page.…

Should Lean Conferences Add a “Code of Conduct” for Speakers and Attendees?

In today's post, I pose a question: Should the major Lean conferences adopt or adapt a practice that's now common at tech events, including Agile and Lean Startup events: a "Code of Conduct" for participants and attendees. Is this a countermeasure to a problem that doesn't exist in the Lean community? Or, is it still good to proactively encourage people to speak up to conference organizers if they are subject to bad behavior during the event? In this post, I get feedback and thoughts from the Lean Enterprise Institute, AME, Catalysis, Lean Frontiers, and the Shingo Institute.