TL;DR: A newly released Lean book from the Lean Enterprise Institute reinforces what Toyota, Deming, and Lean leaders have long known: psychological safety is essential for learning, problem-solving, and sustainable continuous improvement. Without it, Lean tools and training fall short.…
Scroll down for how to subscribe, transcript, and more My guest for Episode #515 of the Lean Blog Interviews Podcast is Jim Morgan, senior advisor at Lean Enterprise Institute and a board member at Adrian Steel. Jim’s most recent industry…
View the free live stream on LinkedIn — the recording is now available also via YouTube. Next Tuesday, join me as I host a panel discussion with Josh Howell (of the Lean Enterprise Institute), Bruce Hamilton (of GBMP Consulting Group…
Kudos to the Lean Enterprise Institute and the Lean Global Network for the message they sent out today via email (which is also on their website). It reads, in part: “Last week the Lean Enterprise Institute (LEI) and Lean Global…
My guest for Episode #372 is Karen Gaudet, author of the excellent book Steady Work, which was published by the Lean Enterprise Institute. In the interest of full disclosure, I am a former employee of LEI and they provide a…
I was really excited to learn about the new book by Dan Heath, so I pre-ordered it at the start of March. The new book is Upstream: The Quest to Solve Problems Before They Happen. You might know of Dan…
It’s two episodes in a row with Jamie Flinchbaugh, as we’re both back for Episode #7 of the Lean Whiskey podcast. This Sunday, I’ll be recording Episode #8 with another guest host, my friend Cristal Totterman who does Lean work…
Here is my latest article for “The Lean Post” and the Lean Enterprise Institute: But TPS Doesn’t Apply to Us….” We hear that a lot. “But patient aren’t cars.” Well, true. “But we build planes, those are more complicated than…
Thanks to the Lean Enterprise Institute for publishing my article about Kaizen, new habits, and New Year’s resolutions: Take Baby Steps Towards Improvement “As 2019 begins, don’t feel bad if your New Year’s resolutions have already gotten off track or…
My guest for Episode #324 of the podcast is Art Smalley. Art was one of the first Americans to work for Toyota Motor Corporation in Japan and, since then, has been helping other organizations with the Toyota Production System (a.k.a. "Lean") methods and approaches. You can also visit his website to learn more, www.ArtOfLean.com.
Art is a fellow faculty member at the Lean Enterprise Institute. He has written two Shingo Publication Award-winning books: Creating Level Pull and (co-authored with Durward Sobek) Understanding A3 Thinking. Art later wrote Toyota's Kaizen Methods: Six Steps to Improvement with Isao Kato.
I own all of these books and have only met Art briefly in the past, so I'm happy to finally have him here as a guest. Today, we'll talk about Art's career and his most recent book, Four Types of Problems, published by the Lean Enterprise Institute (note: LEI provided me a free electronic copy of the book).
Some colleagues recently sent me a Harvard Business Review article that has a fairly accusatory title, although many readers might think it applies to other managers:
Most Managers Don't Know How to Coach People. But They Can Learn.
It's a common dynamic for people to overstate their own abilities. When it comes to "coaching" in the workplace:
It's been a while since I've contributed something to the Lean Enterprise Institute's online publication, The Lean Post (see past articles).
Today, they're allowing me to introduce some ideas from my book Measures of Success. Many "Lean thinkers" just haven't been exposed to these ideas. Many haven't read Deming or Wheeler... it's not their fault for not knowing of Process Behavior Charts and methods like this.
But, I hope this post helps people see that "bowling charts" and "red/green" analysis are not the only way (or the best way) to look at metrics.
My article:
"React Less and Improve More by Using SPC More Effectively"
