I was at an organization recently where one of the relatively senior leaders kept using a curious phrase that made my ears perk up. The senior executives were continually being referred to as "the decision makers." Why can't everybody be a decision maker?
Art Byrne's latest book, The Lean Turnaround Action Guide, has a lot of great tips that he's trying to share, CEO to CEO. How many CEOs are reading this book and heeding his advice, in manufacturing or in healthcare?
Mischelle McMillin, from Franciscan St. Francis Health, shares “dos and don’ts” for leaders going out to the “gemba” (the workplace). What is “the riddler” and why should you avoid being one in your efforts to create a culture of continuous improvement?
Domonique Foxworth, who earned an MBA from Harvard Business School after his NFL playing days, says, "... there are competitive advantages to be gained in the way that organizations are run.”
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.
I was happy to see an engineer (Chemical Engineering) and a General Motors leader, Alicia Boler Davis, on the cover of the Northwestern University alumni magazine.
See this profile and story:
#TBT: Part 2, A Year of KaiNexus Webinars, July through December, Lean, Change, Continuous Improvement
Again, one of the things I do for KaiNexus is produce and host our monthly free webinar series. You can view all of the recordings from the past few years via our on-demand library.
One of the things I do for KaiNexus is produce and host our monthly free webinar series. You can view all of the recordings from the past few years via our on-demand library.
I recently wrote about my exploration of the collected papers of the late Don Ephlin, a UAW senior leader and a professor of mine at MIT.
In that first post, I shared a few quotes that were scattered around the original NUMMI Team Member Handbook from 1984, the year that the plant re-opened as the joint venture between GM and Toyota. (Read past posts about NUMMI).
Were there Lean ideas to be found in a tour of AT&T Stadium and an AME Conference speech by NFL great Emmitt Smith?
Joining me for Episode #263 is another returning guest, Pascal Dennis (@AuthorPascal on Twitter). He was previously a guest on Episodes #96 and #239, talking about two of his previous books (see a full list here).
A number of you emailed me about this report in the Detroit News. I grew up in Detroit and my first job was as a carrier for the News. Loved ones have received care from the Detroit Medical Center system… not that you’d want to read about problems like this at any hospital:
This article caught my eye at Becker’s Hospital Review:
Even though organizations do formal physician and staff satisfaction surveys, the questions posed here is one that we should ask people frequently (including patients) in the name of improvement.
This episode is sponsored by StoreSMART.
My guest for episode #255 is Mark DeLuzio, author of the recently-released book Turn Waste into Wealth: How to Find Cash in Every Corner of the Company. It’s Mark’s first book, but he’s been well known in the Lean community for a long time.
There’s a lot of silly stuff that people post that appears on the LinkedIn main page when I log in, between narcissistic selfies and urban legends like the one about Bill Gates and his daughter that’s making the rounds.
Thanks to this post by Bruce Hamilton (aka “Toast Guy” or “Old Lean Dude”), I was reminded of the old General Motors effort, spearheaded by then-CEO Roger Smith (of “Roger & Me” fame), to fully automate car factories. Their concept was the “lights-out factory” that could run without people (other than a security guard).
Some of you reading this might remember the Total Quality Management (TQM) movement of the late 1980s and 1990s. Many would look back and label it a “fad.” As I’ve said about Lean, it’s only a fad to those who are susceptible to fads. As I blogged about in 2006, management is often prone to...