WLEI - Lean Enterprise Institute’s Podcast

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! [email protected] Related Articles/ content: · The Hard Work of Making Hard Work Easier (article) · Job Breakdown Sheet (pdf) · Making Hard Work Easier (article)

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

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?”

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.