To become an organization of problem solvers, talking about problems couldn’t merely be something that we did, shares Zack Rosenburg of St. Bernard Project. It had to be part of who we are; it had to be our identity. Being or living constructive discontent and adopting it as our identity would mean that problems were brought to the surface, not buried.
Announcing the James P. Womack Scholarship & Philanthropy Fund
Problem: There aren’t enough lean practitioners nor successful lean transformations.
Our proposed countermeasure is to create a fund – named after our founding CEO – to develop the next generation of lean practitioners, scale up the number of transformations, and improve people’s lives. We’ll begin testing our hypothesis this summer.
Are you new to lean management thinking and practice? Or maybe you’ve started a lean transformation but have questions about the next step? Then check out our helpful Lean 101 Learning Path page. It’s a flexible, concise guide to training resources – many of them free – on this site.
4 Types of Problems: The Keys to Better Organizational Problem Solving
In this free one-hour webinar and Q&A, veteran lean management practitioner Art Smalley explains how you can avoid the all-too-common trap of reaching for the same old problem-solving approach for every business problem.
Don't you use kamishibai cards; you've never written about them?
Dear Gemba Coach, We use a kamishibai board along with standardized
work and visual management to sustain our lean efforts on the factory
floor. It works great. You've written about standardized work and
visuals but not kamishibai cards. Don't you use them?
Give us 20 years and we'll learn a lot! This month's Kata SlideShare features perspectives from Mike Rother and Jeff Liker on the 20th Anniversary of the 'Learning to See' book. Useful input for anyone who utilizes VSM.