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Your Favorite Lean Posts So Far in 2016!

by Lean Leaper
July 6, 2016

Your Favorite Lean Posts So Far in 2016!

by Lean Leaper
July 6, 2016 | Comments (0)

2016 is already half over, and in the past six months we've released a number of immensely popular pieces. So today we've decided to take a step back and reflect on the top ten learnings you, our readers, have enjoyed the most. From tips on value-stream mapping to the future of healthcare management, we're sure you'll find something to please. Don't see your favorite below? Leave us a comment and let us know what you liked about it.

1. Malpractice in the New England Journal of Medicine, by John Shook

In February of this year, the New England Journal of Medicine published an article by two physicians. The article was highly critiquial, bashing lean and questioning its effectiveness. LEI Chairman and CEO John Shook found the piece full of holes and misconceptions and decided to share his thoughts on it in the form of this rebuttal.

2. The Tesla Way vs. The Toyota Way, by James Womack and Mark Donovan

Does Tesla offer a Way of working that can challenge TPS? Perhaps a bit more time, and the development of a complete Tesla Business System, will get us closer to an answer. In this popular piece, James Womack and Mark Donovan share their competing thoughts on Tesla's business practices against the tried-and-true methods of TPS.

3. What Too Many Value Stream Maps Completely Miss, by Drew Locher

Believe it or not, up to half of all the value-stream maps that cross Drew Locher's desk are missing something extremely important. In his first piece for The Lean Post, Drew reflects on what that "missing link" is and a technique to help you include it on your next VSM.

4. To A3 or Not to A3, by Norbert Majerus

"Not every tool is a hammer, and not every problem is a nail," writes Norbert Majerus of The Goodyear Tire and Rubber Company. "Not every situation warrants the use of an A3." In this piece, Norbert shares his preferred approach to gauging whether or not an A3 will help in a given situation.

5. The Value of Key Performance Indicators in a Lean Transformation, by Tracey and Ernie Richardson

We all know to watch out for key performance indicators (KPIs) in the workplace - but are you tracking the RIGHT KPIs? Ernie and Tracey Richardson share their thoughts on the two categories of KPIs, how they can help you, and how to identify them.

6. Let's Stop Being Hypocrites: Work is Work, by Dan Markovitz

"We often talk about knowledge workers as though they need to be treated differently from shop floor workers," writes Dan Markovitz, "...but the truth is that they’re still production workers. And that means that we can approach their work, and solve their problems, in the same way that we approach the work and the problems on the shop floor." Read more.

7. Accountability: Not What You Think It Is..., by Mike Orzen

"When managers and associates hear the term [accountability], they often flinch!" writes Mike Orzen. "This is a major problem for any organization that is serious about creating and sustaining a lean transformation." Read more to hear Mike's tips for tackling the stigma around this key aspect of leadership.

8. Ask Art: What to Look for in a Lean Team Leader, by Art Byrne

One of Art Byrne's most-asked questions is, "What are the key traits for a lean team leader?" His recommendation might surprise you - take a look and find out Art's take on this critical position in any lean organization.

9. Ask Art: What's So Important About Standard Work? by Art Byrne
Standard work is one of the cornerstones of a lean transformation. But that doesn't necessarily mean it's fully appreciated. "People often have a hard time with the idea of standard work," writes Art Byrne. "They complain that they are not robots, that everyone is different with different capabilities." In his latest installment of "Ask Art," Art revisits standard work and its critical importance in lean.

10. A Principles-Based Approach to Changing Healthcare Management, by John Toussaint
"This year alone over 250,000 Americans will die due to medical error," writes Dr. John Toussaint. "How can so many smart people be making so many terrible mistakes?" Dr. Toussaint sees it as a failure of the current healthcare management paradigm. Find out what he sees as the remedy to these problems - and how any healthcare organization can use it to improve their operations.

The views expressed in this post do not necessarily represent the views or policies of The Lean Enterprise Institute.
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Search Posts:
Managing to Learn: The Use of the A3 Management Process
David Verble, Deborah McGee, Eric Ethington, Ernie Richardson, John Y. Shook, Josh Howell, Mark Reich & Tracey Richardson
The Lean Manager
By Michael Ballé and Freddy Ballé