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This is why the Lean healthcare movement (and Lean in general) is so great. It takes procedures into account, like checklists and workflows and all that, but m

This is why the Lean healthcare movement (and Lean in general) is so great. It takes procedures into account, like checklists and workflows and all that, but more importantly it takes into account the human psychological factors in the workplace that prevent success on even the simple solutions. However, this could not be more perfect an explanation: > People want to hear about simple solutions. They disengage when a problem is described as complex. This is where true leadership is required to breach the barrier of complexity and lead systems thinking across a (naturally) complex organization. Any organization. It's extremely difficult to get people to look outside their bubble or change the way they think, and that's required to manage any complex system with any success. This leadership is the main barrier to improvement in any org.

studentrob 10y ago
Lean sounds cool, I didn't know about that movement. I'd support that over the checklist movement any day. I like that it's based on Toyota's core principle of respect for people. Toyota is a great example of how to inspire people to work smarter and harder. Their core values were initially based on how Ford ran his factories.
- calinet6 10y ago
  Actually, that's false. The principles of Toyota are rooted in statistical quality control, passed down by Walter Shewhart and W. Edwards Deming directly to the Japanese after WWII. Sure, indirectly, Henry Ford made strides in both scientific management (alongside but not directly associated with Taylor), and moreso, respecting his workers. But the holistic management philosophy that Deming pushed forward was as much a revolt against Ford-era factory ideas as it was based in them; similarly, you might say the core values of Agile were initially based on how IBM ran their software development—nothing but a distant relative.
  - studentrob 10y ago
    From lean.org, > They therefore revisited Ford's original thinking, and invented the Toyota Production System. [1] Both Ford and Toyota made contributions to each other's processes at different times. Also, Ford showed a healthy respect for people. This influenced other businesses to compete for talent. Ford doubled wages, increased productivity, etc. in the first half of the 20th century. Toyota made its own contributions later when Ford began to lag. Neither can be discounted from the equation. [1] http://www.lean.org/WhatsLean/History.cfm http://www.lean.org/WhatsLean/History.cfm

studentrob 10y ago

Lean sounds cool, I didn't know about that movement. I'd support that over the checklist movement any day. I like that it's based on Toyota's core principle of respect for people. Toyota is a great example of how to inspire people to work smarter and harder. Their core values were initially based on how Ford ran his factories.

calinet6 10y ago
Actually, that's false. The principles of Toyota are rooted in statistical quality control, passed down by Walter Shewhart and W. Edwards Deming directly to the Japanese after WWII. Sure, indirectly, Henry Ford made strides in both scientific management (alongside but not directly associated with Taylor), and moreso, respecting his workers. But the holistic management philosophy that Deming pushed forward was as much a revolt against Ford-era factory ideas as it was based in them; similarly, you might say the core values of Agile were initially based on how IBM ran their software development—nothing but a distant relative.
- studentrob 10y ago
  From lean.org, > They therefore revisited Ford's original thinking, and invented the Toyota Production System. [1] Both Ford and Toyota made contributions to each other's processes at different times. Also, Ford showed a healthy respect for people. This influenced other businesses to compete for talent. Ford doubled wages, increased productivity, etc. in the first half of the 20th century. Toyota made its own contributions later when Ford began to lag. Neither can be discounted from the equation. [1] http://www.lean.org/WhatsLean/History.cfm http://www.lean.org/WhatsLean/History.cfm