My Favorite Leading Lean Columns
Many of you many know that I’ve been writing a monthly column for Assembly Magazine which you will find inside the back cover. The column, titled Leading Lean, is meant to explore issues and advice for those helping their organizations move forward on the lean journey. You can find all of my columns here.
I’ve really enjoyed writing the column. It forces me to articulate my thinking. It has improved my writing. It has introduced me to an audience that offers interest and engagement. I’ve been really happy to do it. Starting now, I’m going to half-time. I will be splitting the column spot with former Editor Don Hegland, and you can find his first installment here. I proposed backing off because I wanted to continue with the project but just couldn’t commit the time to keep it up. So in reviewing my past several years and contributions, I thought I would share my favorites. First, I am still amazed that the most widely read column was actually on the topic of 5S, titled 5S: Know Why First. That wasn’t my favorite, so here’s my top 7:
From 2006:
Don’t Just See: Observe! from August – learning to really observe remains a favorite coaching topic of mine.
The Little Engine that Could from December – Plan Do Check Act is the foundation of almost every lean thinker.
From 2007:
Question Everything! from March – don’t let yourself get stuck by not questioning.
Don’t Be the Victim from September – victim-mentality is perhaps the worst disease in an organization.
From 2008:
Grab the Thistle Boldly from February – solve the big, ugly problems, don’t hide them.
From 2009:
NIH from April – Not Invented Here, another organizational disease, and how to combat it
Solve the Right Problem from July – people solve all kinds of problems, but think before starting.
So there you have it. I look forward to many more. I ask you, the readers, what topics would you like me to cover in the future? I hopefully have many more columns to write. Share your comments below.
As an addendum, here is the first column from my space-sharing partner Don Hegland – http://www.assemblymag.com/Articles/Column/BNP_GUID_9-5-2006_A_10000000000000690826
As an addendum, here is the first column from my space-sharing partner Don Hegland – http://www.assemblymag.com/Articles/Column/BNP_GUID_9-5-2006_A_10000000000000690826
As an addendum, here is the first column from my space-sharing partner Don Hegland – http://www.assemblymag.com/Articles/Column/BNP_GUID_9-5-2006_A_10000000000000690826
Great collection Jamie. I enjoyed “Don’t be the Victim”. I live the victim mindset. At times it seems like 2/3 of my business is working with lean victim issues.
I spoke to a classic victim of lean yesterday. The Union was his nemesis. His statement, “lean failed here because of the Union.” He is VP Operations. The lean leader at the same company doesn’t share his view. In fact, the VP HR sent this person to me. Her idea was if I could “place†the Ops VP someplace else, lean just might have a better chance of working.
So, we have two victims – the VP Ops and Me. And an HR executive who should know better – that lean isn’t passing off problems. Much lean work to do at this company. The upside is they found their first big problem. How they deal with it – another blog topic.
We don’t place victims.
Jim Baran
Great collection Jamie. I enjoyed “Don’t be the Victim”. I live the victim mindset. At times it seems like 2/3 of my business is working with lean victim issues.
I spoke to a classic victim of lean yesterday. The Union was his nemesis. His statement, “lean failed here because of the Union.” He is VP Operations. The lean leader at the same company doesn’t share his view. In fact, the VP HR sent this person to me. Her idea was if I could “place†the Ops VP someplace else, lean just might have a better chance of working.
So, we have two victims – the VP Ops and Me. And an HR executive who should know better – that lean isn’t passing off problems. Much lean work to do at this company. The upside is they found their first big problem. How they deal with it – another blog topic.
We don’t place victims.
Jim Baran
Great collection Jamie. I enjoyed “Don’t be the Victim”. I live the victim mindset. At times it seems like 2/3 of my business is working with lean victim issues.
I spoke to a classic victim of lean yesterday. The Union was his nemesis. His statement, “lean failed here because of the Union.” He is VP Operations. The lean leader at the same company doesn’t share his view. In fact, the VP HR sent this person to me. Her idea was if I could “place†the Ops VP someplace else, lean just might have a better chance of working.
So, we have two victims – the VP Ops and Me. And an HR executive who should know better – that lean isn’t passing off problems. Much lean work to do at this company. The upside is they found their first big problem. How they deal with it – another blog topic.
We don’t place victims.
Jim Baran
That’s quite a story Jim. Talk about off-loading your problem to someone else. Sounds like the victim mentality is catching in that organization.
Jamie
That’s quite a story Jim. Talk about off-loading your problem to someone else. Sounds like the victim mentality is catching in that organization.
Jamie
That’s quite a story Jim. Talk about off-loading your problem to someone else. Sounds like the victim mentality is catching in that organization.
Jamie
I really like the NIH column. That is something that is very big with the company I work for. If it wasn’t invented here then we need to re-invent here with our flare. It can drag things on longer than it should and adds waste to the system. Our lean group recognizes this and works to break down this thinking.
It is getting better but we aren’t there yet.
I really like the NIH column. That is something that is very big with the company I work for. If it wasn’t invented here then we need to re-invent here with our flare. It can drag things on longer than it should and adds waste to the system. Our lean group recognizes this and works to break down this thinking.
It is getting better but we aren’t there yet.
I really like the NIH column. That is something that is very big with the company I work for. If it wasn’t invented here then we need to re-invent here with our flare. It can drag things on longer than it should and adds waste to the system. Our lean group recognizes this and works to break down this thinking.
It is getting better but we aren’t there yet.
When you think about NIH, it’s one of the dumbest behaviors you can find. There’s a good idea out there but I don’t want it because it’s not mine? Crazy. But far too common.
When you think about NIH, it’s one of the dumbest behaviors you can find. There’s a good idea out there but I don’t want it because it’s not mine? Crazy. But far too common.
When you think about NIH, it’s one of the dumbest behaviors you can find. There’s a good idea out there but I don’t want it because it’s not mine? Crazy. But far too common.
I have the great privilege of editing Jamie’s columns. Picking a favorite is akin to a parent picking a favorite child. Nevertheless, my favorite is “Solve the Right Problem.” His example from NASA is emblematic of American business, government and culture. Keep up the good work, Jamie.
I have the great privilege of editing Jamie’s columns. Picking a favorite is akin to a parent picking a favorite child. Nevertheless, my favorite is “Solve the Right Problem.” His example from NASA is emblematic of American business, government and culture. Keep up the good work, Jamie.
I have the great privilege of editing Jamie’s columns. Picking a favorite is akin to a parent picking a favorite child. Nevertheless, my favorite is “Solve the Right Problem.” His example from NASA is emblematic of American business, government and culture. Keep up the good work, Jamie.
Thanks for the compliment John.
Thanks for the compliment John.
Thanks for the compliment John.