Lean Blog Audio

http://leanblog.org/audio131 Back in December, I wrote about a method called "Motivational Interviewing" (MI), something I learned about from a social worker who was also at the Lean Startup Conference. It's funny how these worlds intersect sometimes.I saw parallels between people being addicted to food, drugs, or what have you (the reason the MI method was created) and people being addicted to old behaviors in the workplace (such as blaming others, not planning, or jumping in to be the hero). I recently ran across Ron Oslin, who is an internal Lean coach at CapitalOne. He has been using the MI method and has trademarked the phrase "addicted to the status quo." It's apt. I've chatted with Ron and will be doing a podcast with him soon. Here is a video webinar of Ron giving a great overview of Motivational Interviewing:

As Patient Safety Awareness Week continues, thanks to all of you who shared this PBS News Hour story with me via email or Twitter. If you ever see something you think might be of interest, please let me know.On March 9, this story aired on PBS: After tragic mistake, rural hospital transforms into model of success. http://leanblog.org/audio130

http://leanblog.org/audio129 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."As reported by FORTUNE and other publications, Trump said the following on March 3, when asked about his earlier comments about wanting the military to follow orders that violate international law and treaties: "I've always been a leader. I've never had any problem leading people. If I say do it,they're going to do it. That's what leadership is all about." No. Leadership is not about telling people what to do. What Trump calls "leadership" is an outdated strategy, the "command-and-control" model. That's a model that many call "Taylorist" -- a system where the boss thinks and gives orders,the workers just keep quiet and follow orders. The FORTUNE writer writes that Trump's "retro style is not set up for today's complex world."

Last Friday morning, I partnered with Chip Ponsford, DVM, a doctor of veterinary medicine, to give an introductory Lean continuing education presentation at the annual conference of the Texas Veterinary Medical Association.Our talk was titled: "What Veterinarians Can (and Should) �Learn From Toyota." That was Chip's suggested title... him talking to the vets, not me as the engineer telling them this.

Dr. Gary Kaplan is the CEO of Seattle's Virginia Mason Medical Center, considered one of the world leaders in the adoption of Lean healthcare principles. He wrote the foreword for my book The Executive Guide to Healthcare Kaizen.He co-authored a recent editorial in the BMJ Quality&Safety journal:"Lean and the perfect patient experience" http://leanblog.org/audio127

Each Saturday, I get an email newsletter from the UK-based site "Nursing Times." They cover issues that are somewhat universal in healthcare, including patient safety, healthcare culture, nursing shortages, budget cuts, and the like.Last week, this article, caught my eye: "Workplace principles revealed for NHS staff in Wales." http://leanblog.org/audio126

http://leanblog.org/audio125 The Spurs have had great players, but there's a culture of teamwork and unselfishness. The Spurs (after learning their lesson with Dennis Rodman) have learned to draft and sign players who FIT into their culture and system.Here's a recent interview with head coach Gregg Popovich: "Gregg Popovich broke down what he looks for in players, and it was an inspiring life lesson" "For us, it's easy. We're looking for character, but what the hell does that mean? We're looking for people -- and I've said it many times -- [who] have gotten over themselves, and you can tell that pretty quickly. You can talk to somebody for four or five minutes, and you can tell if it's about them, or if they understand that they're just a piece of the puzzle. So we look for that. A sense of humor is a huge thing with us. You've got to be able to laugh. You've got to be able to take a dig, give a dig -- that sort of thing."

http://leanblog.org/audio124 I made a few tweaks to the content of the 3rd edition's "first pages" based on some input from Jamie Bonini, vice president of the TSSC group within Toyota. They are the ones that did the great work with UCLA Harbor Medical Center and others, as highlighted in "The Toyota Effect" videos and earlier work with the NYC Food Bank.Jamie talked with me and contributed a number of thoughts and ideas about the Toyota Production System and what we might describe elsewhere as "Lean Culture." There's a triangle diagram on the TSSC webpage that describes an "integrated system" that consists of: technical methods managerial methods philosophy

This article posted anonymously on AllNurses.com has over one million views in the month since it first appeared:"Hospitals Firing Seasoned Nurses: Nurses FIGHT Back!" It's an "Open Letter to Hospital Administrators."

Engaging Staff in Improvement is Actually the Toyota Way, TooHere, I blogged about an article I read in Modern Healthcare that said, basically, Toyota isn't innovative and maybe therefore healthcare should look to Google as a management system and model of staff engagement and continuous improvement. WHAT? Toyota doesn't engage staff in continuous improvement? That's, frankly, ignorant and it's a great example of L.A.M.E. -- Lean As Misguidedly Explained.