Lean Blog Audio: Practical Lean Thinking, Psychological Safety, and Continuous Improvement

What's Going on at Tesla? Is @ElonMusk Following up on Employee Injuries?

There's a lot to admire about Elon Musk. I admire his risk taking and his entrepreneurial spirit. I use PayPal a lot (one of his early companies) and I admire the innovation of Tesla and SpaceX. But, I question how much Musk and Tesla have been willing to learn from Toyota.

I saw this article last year and never got around to blogging about it:

"This Email From Elon Musk to Tesla Employees Is a Master Class in Emotional Intelligence"

The chain Whole Foods is reportedly having inventory shortages and morale problems. It sounds like a real mess, but thankfully nobody is calling it Lean. Their "Order to Shelf" system reminds me of "Pull to Order" work that I was involved in at Dell about 20 years ago...

Tour Preview: The Japanese Health Care System at a High Level

As I prepare to go back to Japan, I'm sharing some insights about the Japanese health system from the excellent book "The Healing of America," by T.R. Reid.

The WSJ Overgeneralizes about The "Japanese Model," Not All Companies Are Toyota

Not all Japanese companies are the same. "Lean isn't easy" if you're a Japanese company. Toyota has created something special, since "Toyota culture" is not exactly the same as "Japanese culture."

The WSJ says the "model is cracking."

Do scandals involving quality and ethical lapses involving companies including those and Nissan tarnish Lean and the Toyota Production System? No. That's as silly as thinking the Wells Fargo banking scandal tarnishes Silicon Valley (although the Valley does enough to tarnish itself).

#Lean Can Be Very Fragile, Especially With Executive Changes

Lean can be very fragile. History shows that Lean can fall apart even in an organization that is years into a "Lean journey" with strong CEO involvement.

How is this possible? If often happens when a new CEO is brought in from the outside. In the case of the manufacturing company, Wiremold, it happened when they were acquired by a French company, Legrand.

As an aside, the team that coined the term "Lean" almost used the term "fragile," as I blogged about here.

Back in 2007, Bob Emiliani joined me for Episode #30 of the podcast. As we revisit the podcast and the new transcript I had made, what are the lessons for manufacturers or hospitals?

What's the risk that's created when new leadership takes over?

Employee Complaints About Lean in Healthcare, Even at Some of the Best Organizations

Last week, I blogged about some employee complaints related to rotating day and night shifts at the Toyota San Antonio plant. In that post, I mentioned that employees who post on Glassdoor.com and other sites might not be a representative sample of the full employee population.

With that in mind, what happens when we search the Glassdoor surveys of some well-known "Lean hospitals?"

I posted a few of these employee comments on LinkedIn the other day (a short post that has received over 50,000 views and prompted a lot of discussion).

Somebody *Did* Get Unjustly Fired in Hawaii, But System Problems Should be Blamed

TL;DR Summary: "Employee 1" (the guy who pushed the "wrong" button) got fired. But the FCC report says: "The report finds that the false alert was not the result of a worker choosing the wrong alert by accident from a drop-down menu, but rather because the worker misunderstood a drill as a true emergency. The drill incorrectly included the language "This is not a drill."  So, the language from the drill didn't meet the standard for what the drill language is supposed to say. So, how is it fair to fire the worker who heard "this is not a drill?"

I often get asked a question along the lines of "So, what exactly do you do?" Today, I give some updates about my various projects and partnerships, including continuing with KaiNexus (with a different title) and a new partnership with Value Capture.

I've written about many of these ideas and themes before in various blog posts, but I wanted to consolidate my thoughts on the Lean concept of "standardized work" in a single place. This is partly for my own personal reference (and future linking), but also can prompt some discussion amongst my friends, the Lean Blog readers.

What We're Looking Forward to Learning at the Toyota Plant Tour

Tomorrow, with the entire KaiNexus team, I'm going to visit the Toyota truck plant in San Antonio, the plant referred TMMTX. The 15 of us will be there in closed toed shoes and all other required clothing to learn about the Toyota Production System, Kaizen (continuous improvement), and Lean.

I've blogged about it on the KaiNexus blog. I asked the KaiNexus team to say a little bit about what they hope to learn in the visit and you can read their comments it here.

In this post, I share a 24-minute tour preview webinar that I put together, links to past tour blog posts, and more.