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"What is good about Good Friday? Why isn't it called Bad Friday? Because out of the appallingly bad came what was inexpressibly good. And the...
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It's the second pandemic April Fool's Day. Like last year, I wasn't in the mood to do anything for April Fools' Day this year and I understand if you're not in the mood, either. But, here are my posts and pranks from previous years that might give you a chuckle. Some of these did fool […]
The post A Look Back at LeanBlog April Fools’ Pranks of the Past appeared first on Lean Blog.
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Scroll down for video, how to subscribe, and more My guest for Episode #407 of the Lean Blog Interviews podcast is Joy Mason, a Strategist, Author, Speaker, and Entrepreneur based in Indianapolis. He is President and Senior Business Strategist at her company, Optimist Business Solutions, that she started after 18 years at Eli Lilly. She […]
The post Joy Mason on Being an Optimist; Lean Instead of Layoffs appeared first on Lean Blog.
The next pillar in this series on Total Productive Maintenance (TPM) is planned maintenance. The idea is instead of fixing issues after the machine breaks, you do maintenance so it doesn’t break in the first place. Like autonomous maintenance, this is one of the pillars where TPM really shines and adds value to manufacturing. Let’s ... Read more
The post The Pillars of TPM – Planned Maintenance first appeared on AllAboutLean.com.To continue reading this post click on the title.
This past year, due to Covid, I wasn't able to be on site with a healthcare organization for 359 days. That's almost a full year, of course. In the past three weeks, I've been fortunate to have the chance to visit four different vaccination sites: An indoor mass vaccination site at a campus sports center […]
The post A Lean Guy Gets Vaccinated at Dodger Stadium appeared first on Lean Blog.
Years ago, the Shingo Institute set out on an extended study to determine the difference between short-lived successes and sustainable results. Over time, the Institute noticed a common theme: the difference between successful and unsuccessful effort is centered on the ability of an organization to ingrain into its culture timeless and universal principles rather than rely on the superficial implementation of tools and programs. These findings are confirmed time and again by nearly three decades of assessing organizational culture and performance as part of the Shingo Prize process. Since 1988, Shingo examiners have witnessed first-hand how quickly tool-based organizations decline in their ability to sustain results. On the other hand, organizations that anchor their improvement initiatives to principles experience significantly different results. This is because principles help people understand the “why” behind the “how” and the “what.”
To best illustrate these findings, the Shingo Institute developed the Shingo Model™(see Chart 0.1), the accompanying Shingo Guiding Principles, and the Three Insights of Enterprise Excellence™. The Shingo Institute offers a series of six workshops designed to help participants understand these principles and insights and to help them strive for excellence within their respective organizations.
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Next, this book builds upon an understanding of these weaknesses. The book discusses how the overall Shingo methodology fits into these organizations and highlights the benefits. The next step is then to discuss what requirements are necessary for an organization to get ready for a Shingo transformation. What are the steps that the organization needs to go through, and when will it know that it is ready to begin?
This book briefly reviews the Shingo Insights and Principles and explains how the Shingo courses should be best utilized to facilitate the desired transformation. It suggests some alternative plans for over-all implementation based on the current state of the enterprise. It explains why there is no “one way” for successful implementation and how the implementation sequence needs to be customized to fit the requirements of each enterprise. It also discusses the length of time needed for success and how this differs depending on the current enterprise environment.
Lastly, the book explains how the implementation of a continuous improvement methodology and Shingo training for any enterprise is never finished. It is an on-going process and success is defined by internal improvements, not by some arbitrary external benchmark.
The book is intended to be educational, thought-provoking, entertaining in its stories and examples, and a guideline towards the development of a plan for continuous improvement. This book is filled with stories and examples, showing successful and not-so-successful implementations. The stories are used to highlight many of the pitfalls that have arisen and may arise for you and which can be avoided if the reader is aware of them and knows how to watch for them.
The Shingo methodology, which is recognized as the world standard for developing enterprise excellence, offers access to a large volume of specialized information on how to achieve a sustainable environment of continuous improvement. However, before this book, there wasn't a high-level overview of the entire Shingo methodology. That is what this book offers. It offers a high-level review of all the elements of the Shingo methodology and is an excellent introduction for anyone looking for an overall vision of what a Shingo implementation means to themselves and to their organization.
This book is filled with ideas intended to help the perspective Shingo implementor achieve success. Let’s make you, the reader, successful.
Thanks as always to Ryan McCormick for this… there's always so much good reading, listening, and viewing shared here by him! News, blogs, articles, resources, and links about creating value, continuous improvement, innovation, and leadership. Healthcare – Creating Value for Patients It actually happened. Ontario is finally pulling the plug on fax machines in healthcare, and public […]
The post Ryan McCormack’s Operational Excellence Mixtape: March 26, 2021 appeared first on Lean Blog.
"Nothing in life is to be feared, it is only to be understood. Now is the time to understand more, so that we may fear less." ...
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