Here are some recorded keynote talks and video presentations from the "Results Washington" annual conference, as part of the state's Lean government efforts. See this post for talks from LEI's Jim Womack and John Shook, Toyota's Jamie Bonini, and many healthcare improvement leaders.
It’s probably, ahem, not the most closely watched election race in the United States today, but it will be interesting to see if Washington reelects Governor Jay Inslee, pictured at left, a big support of “Lean Government” efforts in that state. See the “Results Washington” website, an initiative that dates back to the previous governor.
I’ve gotten to know to know Harry Kenworthy (pictured at left) over the past few years after meeting at a conference (the Northeast L.E.A.N. conference, I believe). The next Northeast L.E.A.N. Conference is October 4 and 5. It’s a great event and it’s too bad I can’t make it this year. I love the folks at GBMP, even though Lean is not an acronym :-)
I generally avoid politics here on the blog… In October, I broached the subject when I blogged about a company that uses Lean principles to make Donald Trump hats in New Jersey (and interviewed the owner of the company), but that was during a time when Trump seemed like a novelty or fringe candidate. It might be a “third rail” to even bring him up… but I’ll limit my remarks to one particular context – his view of “leadership.”
Recently, I shared the famed 1980 NBC documentary, “If Japan Can, Why Can’t We?” that essentially introduced W. Edwards Deming to a mainstream Western business audience.
Today, I’m going to share some highlights and thoughts from Part 1 the program (which runs 76 minutes in its entirety).
You might know my friend Karl Wadensten, the president of VIBCO, a small manufacturer in Rhode Island. I’ve interviewed him for episode #84 of my podcast series (which was also episode #10 of my video podcast series).
Returning to the podcast after his first appearance in Episode #188 is Daniel T. Jones, founder and chairman of the UK-based Lean Enterprise Academy. You can find him on Twitter now as @DanielJonesLean.
This article caught my attention the other day: “Philly VA employees ask for golf shirts in suggestion box for improving veteran care.”
I hesitate to throw stones, but there are some very predictable dynamics involved here… and I will provide some ideas about a better approach and not just criticize.
Healthcare has become very politicized in the U.S. (and in Canada and other countries). I think the patient safety crisis (and trying to solve it) is something that should be a non-partisan issue. Neither party wants patients to die from preventable medical errors and nobody has a vested political interest in defending the status quo. It’s more like both parties mostly ignore the problem, even though the full formal name of what’s often called “ObamaCare” is the “Patient Protection and Affordable Care Act.”
The Denver jail and its suggestion box program made the local news, thanks to a Freedom of Information Act request:
What do we see in the one image from the video, at left? The common lament of “MORE STAFF.”
MP3 File (run time 39:33)
My guests today are Darrell Damron and Hollie Jensen and we’re talking about Lean in Washington state government. Darrell and Hollie are both state employees, serving in the role of Enterprise Lean Consultant within a team called “Results Washington.” I’ve seen them both present at a Lean Enterprise Institute summit and I’m really happy to have them share their ongoing improvement story here in the podcast.
In case you missed it, see Saturday’s post: “Why Toyota is Eliminating the Andon Cord from its Factories.”
As I occasionally do, today’s post is one where I’m going to close out some open browser tabs and post links to articles that I’ve been reading that are worth sharing (as I often do on Twitter), but don’t merit their own blog post. I’m cleaning up the blog backlog, as I sometimes say.
I recently saw a tweet that referenced a May 2014 that was sent to President Obama and his administration: “Report to the President – Better HealthCare and Lower Costs: Accelerating Improvement Through Systems Engineering.”
As I wrote about on LinkedIn, instead of blaming “bad managers” or a “lack of integrity” at local VA sites, like Phoenix, we have to look at the system.
Look at the System, Not the Individuals
I’ve been wanting to blog about the “VA Scandal,” but have avoided it because
- it is somewhat politicized (as tends to happen),
- the allegations and story are moving quickly, and
- the whole thing just makes me sad, so I stop writing.
Building on Monday’s post… when the news first broke about scandals at the VA (the Veterans Health Administration), a lot of the focus was on “secret waiting lists” and individuals in Phoenix “gaming the system” (or fudging the numbers):
From the Wall St. Journal:
You can also read about the four “schemes” in the VA Inspector General’s report (PDF)
Today is Memorial Day, a U.S. holiday. It’s a day to honor those who have given their lives in military service.
Lately, the news has had many reminders about our need to provide better care to our living veterans through the overburdened Veterans Administration (VA) medical system.
MP3 File (run time 39:17)
Episode #198 is a discussion with Harry Kenworthy about his work bringing Lean into local and state governments. We had a great conversation that touches on the influence of Dr. W. Edwards Deming and many other concepts that might be of interest even if you’re not interested in “Lean Government” and the work happening there.
Harry is Principal and Manager of the Quality and Productivity Improvement Center (QPIC, LLC), a consulting organization he founded in 1984 and has been with full time since 2004. He worked with Dr. Deming in 1983-85 on a series of 2 day seminars throughout the US, sponsored by MIT. He has spoken at over 90 conferences on quality, productivity, Lean, and Six Sigma, and has been published several magazines including Quality Progress and Purchasing. He also had working relationships with Dr. Joseph Juran and Dorian Shainin.
He was one of the first practitioners to apply LEAN in the Government sector in the mid-90’s.
Here is an article by Harry, shared with permission (PDF link): Getting Started on a Lean Government Journey