A few of you sent me this article... and you were correct to think I would be interested: "Inside Alabama's Auto Jobs Boom: Cheap Wages, Little Training, Crushed Limbs." What are the parallels and lessons for hospitals?
It's been 10 years since I first wrote about my awkward acronym L.A.M.E. Is it helpful to distinguish between true Lean principles and "Lean As Misguidedly Explained?" Will we see more L.A.M.E. talk and behaviors in the future?
While I'm writing here about Northwestern men's basketball learning from Duke (without copying everything), the same ideas apply if you're Ford learning from Toyota or a hospital learning from ThedaCare.
Thanks to GoLeanSixSigma.com for asking me some questions for a discussion that they've posted on their website. On the pet peeves issue, I tried to address, in particular, some of the "Lean Sigma" stuff that I have blogged about here on this site...
Art Byrne's latest book, The Lean Turnaround Action Guide, has a lot of great tips that he's trying to share, CEO to CEO. How many CEOs are reading this book and heeding his advice, in manufacturing or in healthcare?
Today's post points to my guest blog post for the W. Edwards Deming Institute: Reflections on Dr. Deming's Hospital Notes - What Has Changed Since 1990? Why do the same problems that Dr. Deming experienced as a patient 30 years ago still happen so often today?
You Don’t Build a Culture of Continuous Improvement by Waiting Until Your Culture is Totally Ready for Continuous Improvement
When I talk to organizations about Kaizen, or continuous improvement, there's far too much self-defeating talk, where people say things like: "We're not going to try this Kaizen process because our culture isn't ready yet."
Yesterday, the W. Edwards Deming Institute published the second in my series of three posts for them: "The Failure of "The Livonia Philosophy" at my GM Plant." Read more...
In my travels, I often meet people or visit organizations that say something like: "We're doing Lean... we just call it Process Improvement." They have a "Process Improvement" (PI) department...
StoreSMART, a Rochester, New York-based manufacturer and retailer, has been an advertiser on this blog for over six months now. I also very much appreciate that they are trying to learn how to better serve those who are practicing Lean...
I don’t normally pay too much attention to TV commercials, but I was working out the other day and had TV streaming through my iPhone. Appropriately enough, a Nutrisystem ad with Marie Osmond started playing.
My favorite book, as I've written about before, is not a "Lean book" -- it's Understanding Variation: The Key to Managing Chaos by Donald J. Wheeler, PhD. It might look like a book about statistics...
I'm extremely honored that The W. Edwards Deming Institute published my first blog post in a series of three that I've written for them, to be published over the next month or so.
I had a chance to visit one of their community hospitals, Hillcrest Hospital, as well as the main campus. It was a very stimulating visit and it was great to see the progress they were making in building a “culture of improvement.”
I saw this quote the other day and tweeted it. It seemed like food for thought and something to reflect on for a new year. A Google search doesn't lead to a clear creator of this quote... it's a common thought that has been around a long time, I guess.
I was happy to see an engineer (Chemical Engineering) and a General Motors leader, Alicia Boler Davis, on the cover of the Northwestern University alumni magazine.
See this profile and story:
I get annoyed by corporate euphemisms, such as referring to people as “resources,” the term “right-sizing” for layoffs, and the type of jargon and babble parodied in the Weird Al song “Mission Statement.”
I’ve long been skeptical of so-called “Lean Sigma” or “Lean Six Sigma.” And not because I’m against Six Sigma statistical methods, which are valid and helpful in solving certain difficult problems.