I’ve played around with ChatGPT before (including in a few blog posts), but the advancements in A.I. technologies are pretty breathtaking. I recently tried out the new “Notebook LM” tool from Google. I uploaded a PDF of my latest book,…
Below is some material that I wrote, but didn’t use, in my book The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation. Maybe it was a mistake to cut it. But the material wasn’t really related to…
tl;dr: Toyota’s Takaoka #2 line shows how flexibility and Kaizen go hand-in-hand. With rapid, low-cost changeovers, worker-driven improvements, and a focus on customer needs, the line adapts to demand without sacrificing quality–a reminder that agility is built into the culture,…
TL;DR: When leaders prioritize speed and output over quality, employees stop speaking up–and safety suffers. From GM to Boeing to hospitals, production pressure creates fear, hidden defects, and misleading public narratives that no amount of PR can fix. Yesterday’s blog…
I haven't done a Throwback Thursday in a while, but here's a new one.
I was reminded of an article I wrote for LinkedIn back in 2013:
The Carrot and The Stick "On Steroids"
The article begins:
There are a few cliché expressions that I've heard a lot of recently at healthcare conferences. Some of these clichés really need to be retired, including the phrases "carrot and the stick" and "on steroids."
It's been a while since I've contributed something to the Lean Enterprise Institute's online publication, The Lean Post (see past articles).
Today, they're allowing me to introduce some ideas from my book Measures of Success. Many "Lean thinkers" just haven't been exposed to these ideas. Many haven't read Deming or Wheeler... it's not their fault for not knowing of Process Behavior Charts and methods like this.
But, I hope this post helps people see that "bowling charts" and "red/green" analysis are not the only way (or the best way) to look at metrics.
My article:
"React Less and Improve More by Using SPC More Effectively"
A retired labor leader from the automotive industry (who reads this blog) sent me a link to this article:
#RedforMed: 1,800 Vermont Nurses Are On Strike Demanding Their Hospital Put Patients Over Profits
The article isn't from a newspaper; it's from a site that provides "independent and incisive coverage of the labor movement and the struggles of workers to obtain safe, healthy and just workplaces."
Again, for the record, I'm all in favor of "safety, healthy, and just workplaces." That's what Lean management aims to deliver.
This post builds off of a little rant I went on over on LinkedIn. I wrote:
The Catch-22 of "Lean" training and "implementation"...
Executives want big returns and high ROI. That's understandable.
But, at the core of Lean, if you're going to call it that, is "#Kaizen," which means allowing everybody to do small improvements even if there isn't big ROI.
There's a lot to admire about Elon Musk. I admire his risk taking and his entrepreneurial spirit. I use PayPal a lot (one of his early companies) and I admire the innovation of Tesla and SpaceX. But, I question how much Musk and Tesla have been willing to learn from Toyota or people like Paul O'Neill.
The chain Whole Foods is reportedly having inventory shortages and morale problems. It sounds like a real mess, but thankfully nobody is calling it Lean. Their "Order to Shelf" system reminds me of "Pull to Order" work that I was involved in at Dell about 20 years ago...
Lean can be very fragile. History shows that Lean can fall apart even in an organization that is years into a "Lean journey" with strong CEO involvement.
How is this possible? If often happens when a new CEO is brought in from the outside. In the case of the manufacturing company, Wiremold, it happened when they were acquired by a French company, Legrand.
As an aside, the team that coined the term "Lean" almost used the term "fragile," as I blogged about here.
Back in 2007, Bob Emiliani joined me for Episode #30 of the podcast. As we revisit the podcast and the new transcript I had made, what are the lessons for manufacturers or hospitals?
What's the risk that's created when new leadership takes over?
Last week, I blogged about some employee complaints related to rotating day and night shifts at the Toyota San Antonio plant. In that post, I mentioned that employees who post on Glassdoor.com and other sites might not be a representative sample of the full employee population.
With that in mind, what happens when we search the Glassdoor surveys of some well-known "Lean hospitals?"
I posted a few of these employee comments on LinkedIn the other day (a short post that has received over 50,000 views and prompted a lot of discussion).
