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Just-in-Time Roundup: Great Lean Reads from Across the Web (Vol. 16)

by Lean Leaper
April 14, 2016

Just-in-Time Roundup: Great Lean Reads from Across the Web (Vol. 16)

by Lean Leaper
April 14, 2016 | Comments (0)

Take a look below for some of our favorite recent lean articles from around the web. Do you have any favorites to share? Leave us a link in a comment.

1. Reducing Healthcare Waste: Don't Expect Patients to Take the Lead, by Peter Ubel of Forbes

A key topic at this year's 2016 Lean Healthcare Transformation Summit in Miami will be the enormous amount of waste in hospitals and how to eliminate it. Peter Ubel pegs a counterproductive payment system and low levels of value as two of the main culprits. Take a look at his piece for Forbes and learn more about his take on this pressing issue. To learn about healthcare payment system reform, stop by Cheryl DeMars' learning session, "Payment Reform: The Employers' Perspective," at the 2016 Lean Healthcare Transformation Summit in Miami, Fla.

2. Appreciation and Change Management, by Paul White and Daniel White for The Association of Talent Development

Do you recognize your employees' hard work? Ninety percent of American business do. But the real question is: does this recognition make them feel appreciated? There's a huge difference between recognition and appreciation, according to Paul White and Daniel White. And if you want your change management efforts to succeed, you need to know it. Read more.

3. Lean Digital is the Key to Making Manufacturing More Productive, by David Petrucci for Manufacturing.net

"For businesses in many industries, grappling with legacy systems — technologies, processes and even people — can derail progress," writes David Petrucci. It's a costly problem too - of the nearly $600 billion companies spend annually on digital projects, almost $400 billion is wasted. The solution? A three-level lean digital approach. Petrucci explains more in his new article for Manufacturing.net.

The views expressed in this post do not necessarily represent the views or policies of The Lean Enterprise Institute.
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