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Recent Meditations
- New Year’s Resolutions That will Have an Impact
- How You Change Is The Change
- Lean Healthcare
- Lean Culture and Continuous Improvement Require Enabling Structures
- Lean Leadership – The ONE Quality that Matters Most
- Survey Results: Execution and Importance of Lean Culture and Leadership Factors
- My New Look
- Please Participate in a Lean Culture and Leadership Survey
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Blog Categories
Category Archives: Corporate Culture
New Year’s Resolutions That will Have an Impact
Beginning the new year is a good time to reflect and make commitments to change our own behavior in some way that will have a positive impact on others. Here are some suggestions. Continue reading
How You Change Is The Change
Today the following article was published in Industry Week’s Continuous Improvement Newsletter. Lean Management is not a change methodology; it is a destination, a desired set of practices and culture. How you get there will determine the outcome. There are … Continue reading
Lean Healthcare
Over the past months I have been working rather intensely with a Canadian healthcare organization, the Victorian Order of Nurses (VON). This work has made very clear in my mind two things: first, that healthcare is in need of lean … Continue reading
Lean Culture and Continuous Improvement Require Enabling Structures
Lean management requires a rethinking of the structure of organizations, the formation of teams, and a “whole-system” understanding of the organizational system. Even how we structure the change process may result in a failure to address the root cause of waste and quality problems. Continue reading
Lean Leadership – The ONE Quality that Matters Most
Rupert Murdoch’s first remark in his testimony before Parliament was that this was the most humble moment of his life. No doubt true. Hubris, rather than humility has led many companies over the cliff of disaster. The quality most required of those leading continuous improvement is the opposite of hubris, it is humility, the antecedent to learning. Lean leaders develop an attitude of science, the ability to experiment, learn from the data, and try again. Lincoln’s victory over General Lee was a victory of humility over hubris. Continue reading
Survey Results: Execution and Importance of Lean Culture and Leadership Factors
Eighty-two lean implementers contributed their opinions to this survey. I have processed the data from this survey and written a report, which I hope you will find interesting and useful. You can download a report and analysis of the data and you can download the complete survey results and do your own analysis. I think the data on both importance and execution of lean cultural factors will help you in your efforts to convince your managers about the importance of their leadership behavior to your lean journey. Continue reading
To Believe or To Behave: Which Comes First?
Changing the culture requires both behavior and belief. C.S. Lewis said “The rule for all of us is perfectly simple. Do not waste time bothering [determining] whether you [believe you do or must] ‘love’ your neighbour; [simply] act as if you did. As soon as we do this we find one of the great secrets. When you are behaving as if you loved someone, you will presently come to love him.” Continue reading
When Small Things Make a Big Difference: Motivation by Tipping the Scales
Even in a lean organization or culture there is a need to provide motivation and correct performance problems. Most behavior in the work setting is a result of the balance of consequences acting on that behavior. A slight shift in the balance of consequences can result in a large change in organization performance. Continue reading
Company Wide Lean Implementation
Many senior executives have struggled and failed to gain the advantage of a multi-site or dispersed organization. Instead of capitalizing on the potential value of multiple sites for learning, it seems that too often the same lessons have to be learned over and over again without any shared learning. This is a failure of senior management. In a lean organization, managing learning and improvement is THE primary function of senior managers in addition to deploying capital. Continue reading
Sustaining Lean – The Power of Beliefs
To address the sustainability of the lean process we are looking at this model that defines the different components of a culture. At the core is the system of beliefs among the members of the organization. On the outside is the external environment with changes in technology, economics and other trends to which every company must adapt. The sustainability of any system is based on both its ability to adapt to a changing environment and its ability to stay on the course of its core values. Continue reading
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