John Shook, LEI author and senior advisor, takes a quick look at the essentials of lean thinking and practice, especially key aspects that are misunderstood or that deserve greater emphasis. Then, he digs into the connections between lean and the reasoning in Daniel Kahneman’s book Thinking, Fast and Slow, drawing connections among Kahneman’s book, popular lean management books, and other Lean Talks presentations.
Failure to appreciate our fast and slow thinking systems is the reason why we skip the most important part of the problem-solving methodology – reflection – and a big reason why continuous improvement efforts stall, according to David Verble, author and LEI faculty member. His two-part article, Be a Better Coach; Learn to “Force” Reflection, begins next week.
- 1:20 – Quick review of basic concepts
- 2:18 – 5 questions of the Lean Transformation Framework
- 4:10 – What is the “basic thinking” of lean management?
- 6:57 – The thinking behind New United Motor Manufacturing (NUMMI) and “new me”
- 11:00 – Ambiguity in nonvalue-creating work
- 15:03 – The snare in lean’s basic mindset: “iumrinc to gongujsions”
- 16:47 – Thinking Fast and Slow lessons for lean thinking and practice
- 20:28 – Kata confusion; a lean tool for thinking fast and one for slow thinking
- 24:20 – 3 approaches to leadership
- 31:38 – 4 ways to sharpen mindfulness or heightened nonjudgmental awareness
Are you interested in learning from other lean practitioners?
The pilot Lean Talks session at the 2017 Lean Transformation Summit was a hit, so we’re bringing them back for the 2018 Summit.
Join thought leaders like John Shook, who helped Toyota transfer its production and management systems from Japan to the U.S., for succinct, 10-minute presentations tightly focused on one critical topic.