Many processes are linear. They occur with defined steps in a defined order. You would traditionally improve a linear process utilizing a process map, or value stream map, to map out the flow and then start taking the waste out. Quite a bit of continuous improvement has been achieved in
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The completed eBook version of Measures of Success: React Less, Lead Better, Improve More has been available for 18 months now. When I started writing it, the in-progress version was available through LeanPub.com. When the book was 100% completed, I made it available for purchase through the Amazon Kindle, Apple Books, and Google Play platforms. […]
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Click picture to enlarge as needed. “As the coronavirus pandemic unfolds, people are dying around the world. But the trajectories of cases and deaths differ by country.” Source: The New York Times Michel Baudin‘s comments: On two prior occasions, I pointed out remarkable graphics in the New York Times: Sophisticated Graphics, on 8/24/2017 More […]
The post A Sobering But Remarkable Chart | Josh Katz and Margot Sanger-Katz | New York Times appeared first on Michel Baudin's Blog.
This blog post is a collaboration with a Lean healthcare consulting friend of mine, who heard another unfortunate story from his sister, an emergency room nurse. This was the first story, before things got crazy. This morning, I learned of an unfortunate event that occurred with nursing staff at a hospital in a major American […]
The post Is Your Hospital Punishing or Encouraging People’s Necessary Creativity During the Covid-19 Crisis? appeared first on Lean Blog.
Recently, I hosted this… COVID-19 Quiz Time: Test Your Knowledge and Learn Even More March 24 from 1:00 – 2:00 ET Previously, we've hosted “Ask Us Anything” sessions where people submitted questions to doctors about coronavirus and COVID-19. In this webinar, live attendees played along and competed in an interactive “bar trivia” style quiz show. […]
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In our last post, I suggested that, in the age of Apple, Facebook and Google, Intellectual Capital was at least as important is financial & physical capital.
If you agree, then our annual People Plan is as important as our Financial Plan.
What's the nature & current condition of our IC?
Does our IC match the needs of our Strategy?
What are our 'hot spots' with respect to IC?
How do we, as a management team, develop a shared understanding of our IC hot spots?
How do we grow our people so as to address our hot spots?
Difficult questions, which take time & skill to pose, let alone understand.
The best companies intuit such questions, and actively manage IC.
(Lean thinkers will remember Toyota's cornerstone: Respect for People.)
But these trail-blazers are still a small minority. We need to extend their insights & practices in the years to come.
Why is it so important to manage Intellectual Capital?
Because only thus you can prosper in high cost economies like Europe, America, Canada, Australia, Singapore etc...
Only by investing wisely in your people can you compete with low-cost competitors.
We have enough data points. The best companies in Germany, Switzerland, Denmark, Sweden and such out-compete their low-cost rivals by a wide margin.
China has a massive trade deficit with, wait for it, Switzerland...
Managing Intellectual Capital will be an on-going theme here.
In case you missed our last few blogs... please feel free to have another look…
What is Intellectual Capital & Why Should You Care?
Value Stream Maps
What is a Key Thinker?
Macro Value Stream Kaizen – Zoology
I believe that leaders need to lead by example. This was true in my “Lean manufacturing” days when a good plant manager would make sure they always follow the rules that workers are required to follow. For example, the plant manager would always wear safety glasses and wouldn't make excuses. The same would be true […]
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