Steve Kane — Accountability Through Visual Management
The Action Board is the center of a daily stand-up meeting and is used to drive action and accountability. It is a calendar based system that includes a review of daily metrics, problem statements and tasks due. The board fosters collaboration, ownership and team work while helping reduce task completion times. It also illustrates the workload of each member of the team, which drives allocation of resources and assists with setting priorities. The system is simple and works with or without a specified leader.
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
Next VideoMichael 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?
Matthew 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 Michael Lombard — 10 Lessons from Practicing Toyota Kata
Michael Lombard, a seasoned leader in healthcare performance improvement, shares 10 lessons learned from his first six months of practicing the Toyota Kata approach. Over the course of 300+ “kata-style” coaching cycles with clinical leaders from across his hospital, he has made every mistake in the book… and learned from each and every one.