PODCAST

COMMITTED TO THE ADVANCEMENT OF LEAN THINKING HERE IN THE STATE OF IOWA AND BEYOND

Episode #4: Mark Graban: Practicing Lean, Lean Healthcare & Lean’s Current State

Jul 26, 2017

Mark Graban, Author, Speaker and Consultant joined me for a very frank discussion on the current “state of lean” during which we discussed his recent Practicing Lean project, cultural constraints to deploying CI, and Lean in Healthcare. Mark also shares some of the mistakes and lessons he learned over his 20+ years of practicing Lean.

Mark was the keynote speaker at the Iowa Lean Consortium’s Lean Healthcare Exchange on August 8th, 2017 in Ankeny, Iowa.

5 Comments

  1. Don Sharpe

    “Lean is nothing more than the humility to accept that we have more to learn.” I can use that.

    Reply
    • Steven Wilson

      It really does get to the heart of the matter doesn’t it, Don. Glad you took away something that you can use. Thanks for listening and sharing your sentiments.

      Reply
  2. MARK GRABAN

    Thanks for having me on the show, Steve.

    Reply
  3. Joe Pesz

    Sorry to have missed Mark 8/8/17, but was able to attend the Mercy session earlier. Very recently I was confronted with the problem of vanishing loyalty from both workers and management. Is Lean anything more than a passing fad in a company where management turnover is substantial? Should the workforce give more than lip service to it in that environment, or Is it practical for managers to pursue 2-4 year Lean goals, expecting management to fall off in their support?
    I realize the ultimate goal is a cultural change. What I’m seeing is more people feeling their careers will involve many organizations, including management.
    I’d appreciate your thoughts.

    Reply
    • zstrat

      Hi Joe and thank you for your comments and question. It truly is a struggle to make progress with any initiative when leaders come and go and lean is no different. I would be curious to know what the reasons are for the high turnover rate. On the practical side, as a manager devoted to implementing the lean philosophy, I would focus in on my area of control and then, using that as an example, go to the current leadership and make the case for company wide deployment. If your leaders rotate every 2 – 4 years, I would be in agreement with you that setting a 2 – 4 year goal as it relates to lean is in order. My research and work have shown that people are indeed more loyal to their leaders/managers than they are to the company they are working for. We are especially seeing this in the newest crop of employees. My guess is that there has also not been much in the way of Lean Leadership training for the leadership team. Hope this helps.

      Reply

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