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?
Lean thinkers do their best to avoid blaming individuals for systemic problems. This lesson comes also from W. Edwards Deming who was deeply influential on Toyota.
It’s easier said than done. Old habits die hard. We all sometimes find ourselves thinking blaming thoughts instead of thinking about the system and how that contributes to the problem or scenario.
Here is an article that I wrote and published on LinkedIn on Tuesday on the topic of managing metrics in a better, less wasteful, less frustrating, and more productive manner.
I recently got to meet Prof. Donald J. Wheeler when he gave a keynote talk at the Society for Health Systems Conference. Check out his book Understanding Variation and learn more about him in this post.
Today is the start of the main days of the annual Society for Health Systems Conference. I think this is my 9th year attending out of the past 11 or so. Follow the action on Twitter using hashtag #SHS2017. Here are a few posts from the past conferences:
During the class, there was a case study discussion about a hospital that was trying to solve the problem of nurses not always scanning patient bar codes and medications 100% of the time. In the discussion, I was disappointed that an attendee fell back on saying...
Alternative headline: “Poorly Designed Card Trips Up Beatty and Dunaway at The Oscars.” Or “A Bad Process Beats Warren Beatty Every Time.” What are the Lean lessons from this mistake?
I continue sharing documents from the Don Ephlin library archive. What did Ford and the UAW learn when they visited Japan in 1981? Many of the things that made Japanese industry successful are the same things that make organizations successful with Lean today, including 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?
Are there parallels between medicine and organizations when we look at the tension between heroism and the sometimes boring work of preventing problems and improving things? I comment on an article by Dr. Atul Gawande…
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...
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.
John W. Parks IV, pictured at left, is a Professor of Percussion at Florida State University. He was one of my favorite people during my time as an undergraduate student at Northwestern University. I played drums in the marching band there for four years.
This, and other documents that I’ll be blogging about, are part of Don Ephlin’s UAW office papers that are archived at the Walter P. Reuther Library at Wayne State University in Detroit. Thanks to them for their assistance.
Dr. W. Edwards Deming used to warn against replacing intrinsic motivation with extrinsic rewards and incentives.
Brian Joiner (author of Fourth Generation Management), who worked with Deming, warned that setting targets and quotas can lead to three things: improving the system, distorting the system, or distorting the numbers.
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.