This book is 100% complete
Completed on 2017-01-17
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 ended up with a diverse set of contributors so far - manufacturing, healthcare, software, startups, etc.
Podcast About the Book:
Listen to Ron Pereira interview Mark Graban about the book as part of the Gemba Academy Podcast.
Samuel Selay is the Continuous Improvement Manager within his organization in the Marine Corps at Camp Pendleton. He has worked in the field of supply chain and logistics for the past 12 years. For the last 6 years, he has managed his organization’s Continuous Process Improvement/Lean Six Sigma (LSS) Program. During this timeframe, he has facilitated/mentored 28 completed LSS projects or kaizen events. Additionally, he mapped and standardized 36 processes, conducted 90 process audits, and implemented his organization's Quality Management System, resulting in a 20% reduction in shipping defects.
Along with project leadership, he has instructed and certified 481 employees as LSS Yellow Belts and 121 employees as LSS Green Belts. He is a certified Lean Six Sigma Black Belt from the University of San Diego, a certified Logistics Technician (CLT) from the Manufacturing Skills Standards Council, and a certified ISO 9001:2008 Internal Auditor from the World Wide Quality Network. He holds a BS in Management Studies from the University of Maryland University College and a MBA in Management and Strategy from Western Governors University.
Joseph E. Swartz is the Administrative Director of Business Transformation for Franciscan Alliance, a group of 14 hospitals in Indiana and Illinois. He has been leading continuous improvement efforts for more than 20 years, including 10 years in healthcare.
Joe is co-author of the book Seeing David in the Stone: Finding and Seizing Great Opportunities. Joe has also co-authored the book, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, with Mark Graban, which was awarded the 2014 Shingo Research and Professional Publication award. He also co-authored The Executive Guide to Healthcare Kaizen (Productivity Press).
Joe consulted from 1993 to 2005, working in automotive engineering, semiconductor manufacturing, industrial product manufacturing, pharmaceutical manufacturing, and aerospace assembly.
Joe studied Electrical Engineering at Cleveland State University as well as Management at Purdue University, where he graduated as a Krannert Scholar for academic excellence in their masters program. He lives in Indianapolis, Indiana with his three children.
Born in Glasgow, Scotland, Cameron Stark graduated in medicine from the University of Glasgow in 1985. After working as a junior doctor in medical and surgical posts, he spent four years working in Psychiatry in the West of Scotland. Stark then trained in Public Health Medicine and has been an NHS Consultant since 1996, first in Ayrshire and then in the Highlands. He has professional qualifications in Psychiatry and Public Health and postgraduate degrees in Risk, Crisis and Disaster Management (University of Leicester) and in Public Health (University of Glasgow).
With research interests in public health, mental health and quality improvement, Stark has published over 50 papers in peer-reviewed journals. He has written four previous book chapters, co-edited three academic books and co-authored a recent book on the psychology of soccer coaching.
He trained as a Lean Leader with Tees, Esk and Wear Valley NHS Foundation Trust, and now coaches staff who are learning about Lean in NHS Highland. Stark is responsible for the quality assurance of Lean training materials used in NHS Highland and works with their Kaizen Promotion Office manager to arrange events and develop training.
Away from work, Stark is married with three children, and lives in Inverness, Scotland.
David works at Johnson & Johnson Canada, the largest consumer healthcare company in Canada, and part of the Johnson & Johnson family of companies.
David started his career in the telecommunications sector, working at Research In Motion, and has worked in Lean and Six Sigma in the telecommunications, construction, automotive, consumer packaged goods, and healthcare sectors in Canada and globally since 2003.
David has a BASc in Mechanical Engineering from the University of Waterloo, an MBA from Wilfrid Laurier University, and his Lean Six Sigma Master Black Belt certificate from Villanova University.
Harvey Leach is a Principal Consultant with The Consultancy Company based near Oxford, England where he works with around 30 colleagues to help clients "Make Strategy Happen" by applying his experiences of Lean thinking, change management and leadership development to help them solve problems and grow their internal capability to identify and implement improvements.
Prior to joining The Consultancy Company, Harvey spent 27 years with Rover Group and BMW Group, where he gained an impressive reputation for implementing improved ways of working in every team he managed, covering areas as diverse as Product Development, New Product Introduction, Production Planning & Control and Production Strategy. Alongside this, he acted as a trainer for a number of internal programmes to grow the organisation's Lean capability – Total Quality Improvement, Leading Management and Coaching for Performance.
Over the last 11 years, Harvey has applied and developed the skills he acquired to support clients in a range of industrial and public sector organisations, covering both operational and administrative areas. In addition to leading and facilitating improvement programmes for clients, he has developed and delivered a range of highly acclaimed public and bespoke training programmes.
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