About the Book
Doctors don't "implement medicine," they practice medicine.
Lawyers don't "implement cases," they practice law.
Shouldn't Lean facilitators, consultants, managers, and the like, also "practice Lean?"
When most of us start with Lean, the practices and principles are new. We might struggle to make change happen. I know I did. Our initial clumsy efforts hopefully turn into proficiency and mastery over time. We shift from "doing Lean" to "being Lean" and teaching others how to be Lean.
This book is a collection of honest and unvarnished first hand stories about learning, failing, and getting better at leading Lean transformation efforts. What mistakes have been made? What are the lessons learned? How do we "Plan, Do, Study, Adjust" our way to more effective Lean transformation models?
Proceeds from the book will be donated to the non-profit Louise H. Batz Patient Safety Foundation. Disclosure: Mark Graban is on the board of the Batz Foundation.
We have a diverse set of contributors so far, and future participants ideally continue come from various industries - manufacturing, healthcare, software, startups, etc. If you are interested in potentially being a contributor, adding a chapter or story to this book, please fill out this web form.
Podcast About the Book:
Listen to Ron Pereira interview Mark Graban about the book as part of the Gemba Academy Podcast.
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Table of Contents
- Welcome to the Book!
Chapter One - Mark Graban
- Identifying Problems is only the First Step in Improvement
- Inexperience and Ignorance or Incorrect Knowledge?
- Lean Means Always Learning
- If We Keep Practicing Lean, We’ll Get Good At It
- Is it Lame to Call Situations L.A.M.E.?
- Let’s Reflect
Chapter Two - Mark Graban
- See One, Do Some, Teach a Bunch
- My Early Days in Manufacturing at General Motors
- Some of My Early Mistakes and Lessons in Manufacturing
- Early Mistakes in Healthcare
Chapter Three - Nick Ruhmann
- Timing is Everything
- Starting Out with Six Sigma
- Bucking the Trend
- Leaning Out of Six Sigma
Chapter Four - Michael Lombard
- Into the Learning Zone of Parenting
- 2006-2010: Discovering Lean, Practicing L.A.M.E.
- 2010-2012: Getting Clinical with Lean
- 2012-2015: Practice Makes Permanent
Chapter Five - Paul Akers
- Every Day is a Massive Revelation
- If I Had Only Learned This Earlier
- Lean Thinking – It Never Ends!
Chapter Six - Jamie Parker
- Bike Ramps: Crashing and Burning
- Diving in Head First… in the Shallow End
- The Hammer or the Screw Driver
- Standards for Standards’ Sake
- A Five Letter Word
- West is Best
- Beliefs Drives Behavior
- The Tortoise and the Hare
Chapter Seven - Harry Kenworthy
- My First Job - Trial by Fire
- Learning on the Next Job
- Connecting with a Great Mentor
- Really Learning about Union Relations
- Learning about Accountability and Getting Stuff Done
- My Experiences with Dr. Deming
- If I Only Knew Then What I Know Now
Chapter Eight - Bob Rush
- Everyone is an Expert
- I’m Now the Old Guy
- My Firefighting Got in the Way of Progress
- Lean Without Respect Isn’t Lean and Will Fail
- Learning From an Expensive Mistake
- The Gleam in Her Eye
- Lean Champions
- My First Kaizen Event
- How Did I Get Here?
Chapter Nine - Samuel Selay
- Learning Continuous Improvement: Reflections on Practicing CI in the Marine Corps
- Cultural Roadblocks to Deploying Continuous Improvement
- Lessons Learned from Japan
- Practicing Continuous Improvement
- Problem Solving Process
Chapter Ten - David Haigh
- Lean From The Source
- Isn’t Lean Just a Bunch of Tools?
- Financial Waste Isn’t Always Muda
- You Can Use Lean to Grow
- Don’t Forget Your Lean Value Proposition
Chapter Eleven – Joseph Swartz
- Go To the Coalface
- We Didn’t Have Insurance
- Touch and Feel the Output
- Pride Cometh Before the Fall
- Oops, I Shouldn’t Have Said That
Chapter Twelve – Cameron Stark
- Looking for Lean
- Clinical Audit
- Service Planning
- National Collaborative
- Knowledge Transfer Partnership
- Finding Lean: Virginia Mason, Tees, Esk and Wear Valley, and NETS
- What Now?
- Turning Process Gains in to Improvement Gains
- Embedding Improvement
Chapter Thirteen - Harvey Leach
- “I don’t know anything much about Lean!”
- An Industry in Turmoil
- An Introduction to Some Different Thinking
Chapter Fourteen – Andy Sheppard
- Learning from Others
- Technical Insight
- Change Management
Chapter Fifteen – Mike Leigh
- A very lucky guy
- Lesson 1: Leadership and culture is trump
- Lesson 2: Be believable
- Lesson 3: Promote the journey – the results will come
- Lesson 4: Promote the philosophy – not the tools
- Final Thoughts
- About the Book:
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