Lean Roundup #185 – October 2024

A
selection of highlighted blog posts from Lean bloggers from the month of October
2024.  You can also view the previous monthly Lean Roundups 
here.  

 

Leadership
Failure: How Refusing to Be Wrong Hurts Teams and Innovation
– Mark Graban
explains true leadership isn’t about projecting infallibility–it’s about
fostering a culture where mistakes are seen as opportunities for learning and
growth.

 

How
to Promote Continuous Improvement in The Workplace
– Maggie Millard shares
7 actions that will help you create the culture you need to be successful for
your organization involving continuous improvement.

 

TPS and Agile
– Pascal Dennis explains why Agile and the Toyota Production System (TPS) are
entirely simpatico.

 

 3 Practices to Become a Skillful Facilitator
– Katie Anderson shares three tips to follow if you want to create impactful
experiences that inspire change and drive results.

 

Creating
Future Leaders: Essential Tools for Youth Organization and Growth
– Alen Ganic
shares five key lessons he learned helping youth address struggles so they can
unlock their potential and set them on a path to success.

 

What are Good KPIs?
Christopher Roser digs deeper on what KPIs are good, and how you can go wrong
with (too many?) KPIs.

 

On the Quality of KPIs
Christopher Roser looks at the quality of key performance indicators (KPIs) as
it impacts management’s decision-making and subsequent actions.

 

Keeping
Classroom Technologies Functioning: Application of lean principles improves
computer-repair operations
– By and George Taninecz share the strategies
that helped
Trafera streamline workflows, enhance team collaboration, and
improve efficiency of their repair operations.

 

From
Agile Fatigue to Experimentation: Finding a Better Way in Development
– James
Morgan explores the limitations of agile and how Lean Product and Process
Development can close its gaps.

 

Lean
Failure Explained: When Command-and-Control Leadership Sabotages Success

Mark Graban explains how Lean will fail if leadership maintains a rigid,
top-down approach that disregards the voices of the employees who do the actual
work.

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