The official podcast of the Lean Enterprise Institute.
Episodes
Sunday Mar 15, 2020
Sunday Mar 15, 2020
In his talk from the 2018 Designing the Future summit, Rivian COO and LEI Senior Advisor Jim Morgan discusses how Lean Product and Process Development (LPPD) serves as an enterprise activity that can engage the entire organization and improve operations and growth. LPPD's principles and practices will result in better products, argues Morgan, who shares the following key ideas:
*People first
*Understand—then execute
*Design new value streams
*Create a framework of success
*Constantly learn and improve
*Establish an effective management system
Tune in here to listen to the full podcast of his presentation about creating a shared future. And download a transcript of this talk here.
Read more from Jim by checking his previous articles:
Creating New Value and A Lesson in Fundamentals
Are You Building High-Performing Teams?
The Relentless Pursuit of Perfection
Also check out his book Designing the Future
Finally, learn more about the 2020 DTF summit
Sunday Mar 08, 2020
Sunday Mar 08, 2020
In times of crisis, lean offers a stable approach to healthy work. Furthermore, as Jim Womack notes in this podcast with Tom Ehrenfeld, foundational lean practices such as just-in-time supply chains are not—and have never been—liabilities in a time such as today’s coronavirus outbreak. Misguided stories about the woes of JIT are as misguided today as they were when they appeared during avian flu, SARS, and other legitimate medical events that required large supplies of emergency goods. Womack also talks about the lessons to be found in Karen Gaudet’s book Steady Work as they relate to having a stable work environment that enables people to not think about the work—but to already have that mindfulness built in, so they can simply serve other humans in the moment, at a time of great need.
Listen to this conversation on the LEI podcast here.
Related articles/content:
- Jim Womack’s 2006 essay Just In Time, Just In Case and Just Plain Wrong.
- Jim Womack’s 2006 essay Fewer Heroes, More Farmers.
- Karen Gaudet’s book Steady Work.
Sunday Mar 01, 2020
Sunday Mar 01, 2020
Spoiler alert! The food you just ate is not fresh. It was "sourced" longer ago than you'd imagine. And since that time, it's been handled in batch after batch. The same can be said for many lean transformations - one batch of improvement activity after another. Zingerman's Mail Order has been reducing batch sizes for 15 years, acting as a sort of "model line" for the entire food industry. Tom Root and Josh Howell discuss ZMO's lean transformation and their many lessons learned, searching for useful takeaways for you the listener.
Sunday Feb 16, 2020
Sunday Feb 16, 2020
If you do not yet know the company Rivian you will undoubtedly know it very soon.
In 2019 Rivian made waves in the auto industry by announcing two “electric
adventure vehicles”, the R1T – an electric pickup truck - and the R1S - an electric
SUV. Both vehicles are expected to launch in the United States later this
year and globally in 2021. Rivian is also developing a fleet of electric delivery
vans to fulfill a 100,000-unit order placed by Amazon. In the last twelve
months the electric vehicle company has raised 3 billion dollars.
Listen in to hear how R.J. and Jim are bringing this vision to life.
Reference links:
Sunday Feb 09, 2020
Sunday Feb 09, 2020
Andrew Lingel, President of United Plastic Fabricating, discusses leading lean transformation of a family business through knowledge, grit, and outrage.
Sunday Feb 02, 2020
Sunday Jan 26, 2020
Sunday Jan 26, 2020
January 27, 2020
Featuring: Deborah McGee and Bryant Sanders
As this series continues to explore the implications and dynamic of “coaching” in a business environment, Bryant Sanders models the mindset and techniques for coaching work improvement to develop people. Bryant draws on 26 years Toyota experience to facilitate his coaching techniques with a team in the field leading to a dramatic improvement in the work. He walks us through the story from deciding where to focus, to earning the team’s trust, facilitating reflection solidifying the what and the why and then leveraging one another’s strengths to upskill the team and eliminate difficulty and waste in the work. An excellent study in masterful coaching on the floor where the work happens.
We invite your thoughts and experiences about coaching and being coached: email your stories! pod@lean.org
Related Articles/ content:
· The Hard Work of Making Hard Work Easier (article)
· Job Breakdown Sheet (pdf)
· Making Hard Work Easier (article)
Monday Jan 20, 2020
Monday Jan 20, 2020
Too often, a change in executive leadership can bring a lean transformation to a grinding halt. But that has not been the case at Lynn Community Health Center (LCHC).
Within two years of the start of their lean journey, LCHC CEO Lori Abrams Berry announced her intention to retire. The immediate reaction from the LCHC community was concern that her departure would impact the progress made on advancing lean thinking and practice with improved outcomes and engagement of its team members. Instead, the impending CEO transition was embraced as a challenge, a gap to tackle. Learn how LCHC approached this executive leadership transition to ensure the continuity of their lean transformation.
- John Shook’s favorite conference keynote of all time
- Using lean thinking to improve hypertension in a community health centre
- Ep. 9 Leadership, Building Consensus, and Embracing Culture with Dr. Kiame Mahaniah and John Shook
- Lean Summit 2020
- Surviving CEO Change, Evolving Through Culture and Being a Humble Leader
- Lean Coaching Summit
Monday Jan 13, 2020
Monday Jan 13, 2020
Josh Howell shares his decade-end reflections, focusing on why he left Starbucks in 2013. His reasons may surprise you. He also interrogates the question, “If a company discontinues a formal lean initiative, or lean program, or lean team, does that mean its lean implementation has failed?”
Monday Jan 06, 2020
Monday Jan 06, 2020
Pat Greco In 2011, Dr. Pat Greco began as the superintendent of the Menomonee Falls School District in Wisconsin. She faced no shortage of problems: a suspension rate seven times higher than the state average, performance gaps across income and race, cost overruns, and a failure to meet performance goals defined under the No Child Left Behind Act among others. Not to mention a new administration was upending collective bargaining for public sector employees instilling fear within the teachers she was setting out to lead. By the end of her tenure she had led the school district to rank as one of the country’s best. She did so primarily through PDCA cycles in the classroom between teachers and students, as well as between management and the board of education.