A Purposeful Insight from INSIGHT™

By: Ken Snyder

In recent blogs I have shared information about the research track we now have at our European and Annual conferences. Our first research track was in Copenhagen a few months ago. It is our intent to shed light on the improvement process so that we can improve the improvement process.

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Shingo in Juran’s Quality Handbook

By: Ken Snyder

In 1980, I graduated from my MBA program and accepted a position with a small, high-tech, Japanese-owned, electronics company. I spent the next few years learning how to make really complicated products. In December of 1980, I purchased several books to facilitate the learning process. One of these books was the quality reference book, Juran’s Quality Handbook. I was told by my Japanese colleagues that this was THE book on quality that we all need to understand. It was my source for learning SQC, TQC, and other quality control tools and systems.

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An Inflection Point

By: Ken Snyder

A few months ago, I had the chance to visit two companies that the Shingo Institute uses as “benchmark” companies. Both of these companies started their Lean journey about 20 years ago. Both companies received the Shingo Prize about 10 years ago. And both companies have continued their journey seeking perfection since receiving the Shingo Prize. We hope all Shingo Prize recipients follow their example in continuing their own journeys. Continue reading “An Inflection Point”

Want Different Results? Change the Right Behaviors

By: Luc Baetens at Möbius

A supply chain director recently expressed to me his frustration that his new integrated business planning was ineffective. “We have spent so much time and money defining the new process, the reports we were going to use, and the monthly meetings we would hold. Even after all that, the only people who use the new system seriously are the supply chain team. Everyone else keeps doing things the old way.”

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The Principle of Flow and Pull

By: Chris Butterworth of S A Partners

Too often the principle of flow and pull is seen as applicable only in a manufacturing environment. In fact, the principle can be applied in many different ways. On a recent trip to Kenya I had the pleasure of experiencing the “Matatu” bus service in Nairobi. It really got me thinking about the principle of flow and pull. 

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Truly Understanding Customer Value

By: Chris Butterworth, S A Partners, LLP

Many organizations assume that customer surveys tell them what their customers truly value. This approach has its limitations. There is a difference between customer satisfaction and customer value. These must link to strategy and deploy throughout the organization.

A deep understanding of customer value is critical to drive business excellence and innovation. Traditional survey approaches fail to identify customer value so an alternative methodology must be used.  

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“Medical Taylorism:” An Article that Does a Huge Disservice to Needed Healthcare Transformation

By Dr. Patricia Gabow and Ken Snyder

The article, “Medical Taylorism,”[1] by Pamela Hartzband, M.D. and Jerome Groopman, M.D., in the New England Journal of Medicine, reflects a major misunderstanding of the principles and practice of the Toyota Production System, or Lean as it is often called. Specifically, the article appears to conflate poor implementation with the underlying principles. Several commentators, including many from the Lean community, have weighed in on this debate, but more needs to be said given healthcare’s need for transformation and the powerful solution that Lean offers in this transformation. Continue reading ““Medical Taylorism:” An Article that Does a Huge Disservice to Needed Healthcare Transformation”