Mark Graban and Gregory Jacobson — Congratulations! You Have Lots of Employee Ideas! Now What?
Many Lean or Kaizen initiatives are focused on getting front-line employees to identify problems or opportunities for improvement, along with a potential idea or countermeasure. Some managers, unfortunately, think their employees won’t have many good ideas. This is hardly ever the case! Your employees have a lot of great ideas.
Why isn't Lean Working? - with Jamie Parker
Mike Wroblewski - Visual Management: What Good Looks Like
Mark Graban - Putting the Continuous Back Into Continuous Improvement
Mark Graban - Using SPC to Make Better Management Decisions
Mike Wroblewski - A Day in the Life of a Lean Supervisor
Dan Markovitz - A Factory of One
Bob Emiliani - A Leader's Role in Lean Success
Mark Hamel - Kaizen: From System to Principle Driven (Part 1)
Bob Emiliani - Lean for Higher Education
Mike Micklewright - The Relationship Between Dr. Deming's and Toyota Way's Principles
Mark Graban & Gregory Jacobson - A Doctor's Perspective on Kaizen in Healthcare
Matthew May - The Laws of Subtraction
Mark Graban - Stories of the Eight Types of Waste in Healthcare
Mark Graban and Gregory Jacobson - Leadership Behaviors
Steve Kane - Accountability Through Visual Management
Michael Lombard - 10 Lessons from Practicing Toyota Kata
Karen Martin - Value Stream Mapping: From Tool to Management Practice
Matthew May - The Lean Learning Loop Canvas
Mark Graban and Gregory Jacobson - Congratulations! You Have Lots of Employee Ideas! Now What?
Next VideoMatthew May - The Play-To-Win Strategy Formulation Canvas
Steven Kane - Employee Engagement Through Autonomous Teams
Robert Hafey - Lean Safety: The Safe Path to Lean
Richard Sheridan - Build a Workplace People Love by Adding Joy
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Next Video Matthew May — The Play-To-Win Strategy Formulation Canvas
Strategy means different things to different people. Some define strategy as a vision, some as a plan. Others define it as optimizing the status quo, or perhaps following best practices. Still others deny that strategy is possible, especially in times of great and rapid change. Making and acting on choices produces winners. Why? Because clear, tough choices force your hand, confine you to a path, but free you to focus on what matters most: winning. The activity centers on completing a takeaway deliverable: the Play-to-Win Canvas, a large wall map that guides the team through the thinking required to produce two competing strategic choices.