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Standardization as the Foundation for Healthcare Quality

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Toyota Production System house has standardization work as one of its foundations. Without standardization, all of your nurses, technicians, physicians and administrative staff will perform tasks differently. This makes tracking the source of errors difficult. When leaders perform the traditional gemba walk to observe the situation, there is no benefit from the walk when there is no standard.
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What Toyota Production System is Really About?

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Many people don't understand the DNA of the Toyota Production System and the core values of the Toyota Way. I have seen many who think about TPS as a toolkit or lean manufacturing techniques that have worked with Toyota because Toyota has a different process, a stable environment, or a less fluctuation in customer demand. Some others believe that TPS works only with the automotive industry.
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Jidoka - The Missing Pillar!

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Jidoka is one of the main pillars of the TPS. The TPS is presented as a house with two pillars. One pillar represents just-in-time (JIT), and the other pillar the concept of Jidoka. Take away any of the pillars holding up the roof, and the entire system will collapse. Take out quality, and there is no TPS. Jidoka is a principle of building quality for customers—not inspecting quality. Building quality mean making it right the first time. If you are making defective products or using unacceptable quality standards and filtering these defects out through an inspection system, there is no building quality—and no Jidoka. You are just catching the mistakes made in the manufacturing process. This costs a lot of money and resources and puts the business at risk.
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MBO VS Hoshin Kanri for Lean Journey

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Many business schools are still teaching outdated theories even outright damaging concepts and practices making the improvement journey harder for many practitioners. What happened to management by objectives MBO and other methods that are still being taught in business schools? Without proper adaptation on how such methods should work to match the high demand of making improvement, these methods will become worthless and unable to match the real world change and the high demand of increased productivity.  A large body of evidence suggests that the curriculum taught in business schools has only a small relation to what is important for succeeding. Here is why! [Josh Kaufman the International Bestseller of Personal MBA has emphasized that going to business school may not be the best thing to do to learn about business. He dedicated 20 pages in his book examining the benefits and detriments of traditional business school programs (MBA) versus learning business outs...
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Is the Financial Model Dead? How Financial and Accounting Processes Can Support Lean Transformation

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Plan-Do-Check-Act Cycle is a Learning Cycle Rather than an Improvement Cycle!

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Mistakenly, many people think plan-do-check-act (PDCA) is a continuous improvement cycle, even if they neglect the human part. PDCA does aim to improve the process, but if you have only improved the process without developing and teaching your people, you have put the process at risk of slipping back. People must be trained in the culture of continuous improvement so they can keep managing the process with the new method.
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KATA - A New Habitual Rotuine for Culture Change

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Truly, most organizations remain far away from establishing a solid continuous improvement system, and current management behavior rarely leads corporations to do what they should do in terms of both process and people management. Bad habits, behaviors done with little or no conscious thought, continue to affect culture and hold companies back from success.
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