Kaizen is often misunderstood as small ideas or isolated improvement events. In practice, Kaizen is a daily, people-centered approach to learning and improving work—supported by leadership, good systems, and psychological safety. This archive brings together blog posts, podcasts, and real-world examples of Kaizen in action, across healthcare and other industries, with a consistent focus on leadership behaviors, respect for people, and learning from problems rather than hiding them.
In this post, I share some thoughts and build upon one of the presentations at last week's Lean Healthcare Transformation Summit, where, Tim Pehrson, a regional CEO for Intermountain Healthcare, talked about how they piloted a continuous improvement process in one region... and how they're now spreading it throughout the system. This leads to confusion, in online discussion, about terms like projects, suggestions, ideas, and such...
There are many helpful videos on YouTube with great illustrations of Kaizen and continuous improvement mindsets and principles. In this post, I’m going to share three videos: Kaizen Upon Kaizen in a Team In this video, Ashley explains how a Kaizen…
If we're going to practice Kaizen (continuous improvement), do the words matter? Should we call it a Kaizen Card or something else? Do we start with a "problem" or something else? Are we writing down "ideas" or "countermeasures?" Does it matter?
What if "easier" is less safe? Great question. It begs the question of why Safer isn't first in Shingo's list? Is it because safety is assumed to be such a fundamental pre-condition in the Toyota culture or the Lean approach? Safety is such a non-negotiable point that it doesn't need to be said?
A culture of continuous improvement is really powerful - in a pizza restaurant or any type of workplace. It engages Milennials and people from other generations too...
Here are three audience questions we didn't have time to address after a recent talk that I gave... questions about engaging people in improvement and about how to share and spread improvement ideas broadly.
Today's reader question comes from somebody who has been put in the position of what I call "the lone wolf" in a health system. This happens a lot. A health system hires or designates one person to be "the Lean change agent." It doesn't matter how amazing and/or experienced this individual is... I'd very skeptical about the organization's Lean journey.
If you don't have 20 minutes for meditation, you should.... do what? Does this classic Zen quote apply to Kaizen and continuous improvement?
Back in 2012, I did a podcast interview (Episode 153) with a psychologist and family therapist, Robert Maurer, PhD. It's been almost five years since the discussion, but I'm often reminded of what I learned from his books and his advice about small change.
A Lean-thinking physician from Canada asks how many people an organization or department should have in a dedicated Lean or continuous improvement function. How much time is needed from staff and managers?
Today, Mark Graban and KaiNexus host Kevin Meyer in presenting a webinar about Lean and Zen. Also, we try to practice what we preach about Kaizen at KaiNexus, as we describe in a blog post and podcast episode.
Last week, I received a few questions from somebody at a hospital system and I thought I'd address one of them here: "Can you suggest any "quick wins" to get staff engaged in a Lean culture?"
