TL;DR: Two Japanese hospitals improved patient safety by combining Toyota-style problem-solving with psychological safety. By making it safe for staff to report problems and near misses, leaders uncovered more issues, learned faster, and reduced harm–turning safety into part of daily…
TL;DR: Kaizen isn’t automatic in Japan. Even there, a culture of continuous improvement only takes hold when leaders deliberately choose it, model it, and engage employees every day. Geography doesn’t create Kaizen–leadership does. While in Japan recently, I shared a…
During my fifth Lean study trip to Japan, I once again visited a Toyota plant — and was reminded of a simple but profound idea that Toyota emphasizes repeatedly: making things means making people. It’s a principle that connects Lean…
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,…
Joining me today for Episode #330 of the podcast is Christoph Roser, a professor of production management at the Karlsruhe University of Applied Sciences in Germany. He has decades of experience with Lean manufacturing including time with Toyota in Japan,…
tl;dr: Toyota’s long-term success comes from treating Lean as a people development system, not a toolbox. By prioritizing learning, coaching, and growth over short-term results, Toyota builds stronger capabilities–and better outcomes–over time. When most organizations talk about Lean, they start…
I had a great time and learned so much as a guest of Honsha and their Executive Development Mission trip to Japan in October. The formal site visits to factories and companies were great, but a lot of the learning…
Joining me for the fourth time, here for Episode #326 of the podcast, is my friend and colleague Katie Anderson, a leadership coach, Lean consultant, speaker and writer from the San Francisco area. Hear our previous podcasts about visiting and living in Japan.
Today, we're talking about a number of topics related to learning and collaboration: Her upcoming book with Isao Yoshino, the local San Francisco Bay area AME consortium that she is leading, her next trip to Japan (which you can join), and more.
I hope you enjoy our conversation as much as we did.
When I got back from Japan a few weeks back, somebody at a hospital client of mine asked me:
"Why go back to Japan again? Haven't you been there, done that?"
Why go back to Japan? Why not go back? I learn something new and have great experiences each time and my recent opportunity to tag along with Honsha was no exception.
In the third and final part of this series, I share more about how Toyota teaches about TPS and TQM... and how they are sharing that approach with doctors and hospitals.
Last week, I wrote about the influence of Total Quality Management (TQM) on Toyota -- in the past and the present, in Japan and beyond. Today, to follow up on that, I'm going to share some excerpts from some material that was shared by a Toyota leader who presented at a hospital I visited earlier this year as part of the Kaizen Institute-organized Japan trip.
I'm very excited to be leaving for Japan for another study trip in just over a month. This will be my second trip this year, this time with Honsha, after previous (and hopefully future) trips organized by Kaizen Institute.
Even though the previous tours have been focused on Toyota, as well as Lean and Kaizen in various organizations, one common thread is Total Quality Management, or TQM. In many Japanese organizations, TQM has been a solid foundation of practice for two or three decades, where it tended to be a fad here in the U.S., as I've blogged about:
