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KEYZINE: An e-zine for LEADERS:
ABOUT THE PEOPLE PART OF
BUSINESS
Volume
71, February 2007
Publisher: © Key Associates, 2007
ISSN #
1545-8873
http://www.mkkey.com/
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This Issue: "Lean Organizations"
Contents:
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WHAT'S HOT IN
LEADERSHIP
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BECOMING
FIERCE CHAMPIONS OF "VALUE"
FOR THE CUSTOMER, INCLUDING SUPERIOR
QUALITY AND RAPID RESPONSE.
MOVING RESPONSIBILITY TO WHERE THE
WISDOM LIES--i.e., WHERE THE WORK IS DONE.
REMOVING "CRUD™ "--COMPLEXITY,
REDUNDANCY, UNNECESSARY STEPS,
AND
DELAYS--FROM WORK PROCESSES,
WITH THE HELP OF
PEOPLE WHO WORK IN
AND UNDERSTAND THOSE PROCESSES.
BECOMING WISE STEWARDS OF
PRECIOUS
RESOURCES.
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MAINTAINING YOURSELF AS A
LEADER
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Even if they work in
an environment of abundance,
why would any leader tolerate "waste" in any form?
There is a new lexicon in organizations that depicts
a bold agenda: value stream, empowered teams,
flow, pull, perfection, transparency, swift change,
pull, vital few, error proofing, lean metrics, kanban.
The mantra is "do more with less, and do it faster."
But do it with direction and vision.
If you can see yourself and your organization
in a world where everyone continuously improves
their skill levels and processes, is customer-focused
and -driven, and thrives on the right product/service
at the right time and location, in the right condition,
then it is your job to describe it in "word pictures"
that your organization can grow into.
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FREQUENTLY ASKED
QUESTIONS
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What
is a "lean organization"?
An organization that is customer-focused, is committed
to continuous improvement, and melds its processes
into an efficient organization. Further, it hosts a
culture that ambitiously seeks to reduce or remove all
waste and "non-value-added" activity. Its leaders are
dedicated to excellence and wise stewardship of resources.
What is "non-value-added"?
To see non-value-added CRUD™ , you have to first
view workflow as a process. See our E-zine on "Picturing
Work as a Process" Volume
50, May 2005. Non-value-adding
(NVA) is defined from the customer's perspective on the process.
Some CRUD ™ (NVA) examples are:
What are the benefits of a being a "lean organization"?
How do you get started?
Plan a Lean Event. Pull major players into a
marathon
session, in which broken processes will be identified and
work will begin on streamlining and redesigning them.
View a PowerPoint on a model session :
http://www.uiowa.edu/~cqi/leanevent.pdf
Allow Key Associates to facilitate a one-day
quick-hitter team approach to redesign:
Creative Tools and
Methods for Innovation
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EDUCATIONAL
OPPORTUNITIES
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Lean
healthcare training
http://www.leanhealthcareperformance.com/leanhealthcare/trainingservices.html
Leaders are the lid of lean--go for a workout:
http://www.icms.net/lean_not_little.htm
Lean Enterprise Institute
http://www.lean.org/
GOAL/QPC has an excellent resource for
additional tools, "The Lean Enterprise Memory Jogger."
Visit http://www.goal.qpc.com/lean.htm
.
Join us in learning these tools in Key Associates'
Creative
Tools and Methods for Innovation
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OTHER
USEFUL
WEBSITES
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The basics of
lean healthcare philosophy
http://www.leanhealthcareperformance.com/leanhealthcare/leanhealthcare.html
The differences between lean and traditional manufacturing
http://www.mamtc.com/lean/intro_trad.asp
Stop tinkering and rethink healthcare processes
with Clinical Microsystems
http://www.clinicalmicrosystem.org/
Former Key-zines on related topics:
Volume 19, October
2002 - Lean Does Not Have to Be Mean
Volume 39,
June 2004 - Bureaucracy
Volume 50, May 2005 -
Picture of a Process
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ARTICLES/PUBLICATIONS
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Cunningham,
Jean E. & Fiume, Orest J. Real
Numbers: Management Accounting in a Lean
Organization. Managing Times Press, 2003.
Davis, John W. Leading
the Lean Initiative:
Straight Talk on Cultivating Culture and Buy-in.
Productivity
Press, Inc., 2001.
Gordon, Pamela JJ. Lean
and Green: Profit for
Your Workplace and Environment.
Berrett-Koehler,
2001.
Herman, Roger E. & Lioia, Joyce. Lean
and Meaningful:
A New Culture for Corporate America. Oak Hill
Press,
1998.
Holbeche, Linda. Motivating
People in Lean Organizations.
Butterworth-Heinemann, 1998.
Jenings, Jason. Think
Big, Act Small: How America's
Best Performing Companies Keep the Start-up Spirit Alive.
Portfolio Hardcover, 2005.
Jennings, Jason & Haughton, Laurence. it's
not
he BIG that eat the SMALL, it's the FAST that
eat the SLOW: How to Use Speed as a Competitive
Tool in Business.
Collins, 2002.
Liker, Jeffrey K. Becoming
Lean: Inside Stories of
U.S. Manufacturers. Productivity Press,
Inc., 1998.
Milgate, Michael. Alliances,
Outsourcing and
the Lean Organization. Quorum Books,
2001.
Womack, James and Jones, Daniel. Lean
Thinking.
The Joint Commission on Accreditation of Healthcare
Organizations. Simon & Schuster, 2002.
Worthy, James C., Moore, David G. (Ed.) &
Greenwood,
Ronald G. (Ed.) Lean
But Not Mean:
Studies in Organization Structure. University of
Illinois
Press, 1994.
Wright, Lesley & Smye, Marti. Corporate
Abuse:
How "Lean and Mean" Robs People and Profit.
MacMillan, 1996.
