Blog Library - Lean East

17Mar 2020 by Steve Musica No Comments

The Infinite Game

This month we summarize the 2019 book The Infinite Game by Simon Sinek. This is Sinek’s third book and follows the 2014 bestseller, Leaders Eat Last. There are two kinds of games. Finite games have known players and fixed rules. As I write this sentence, I am watching the finite game of football. The game has two known teams pitted against one another with referees enforcing the rules. One team will win the game by having scored more points as the time expires. Infinite games are played by known and unknown players. There are no agreed-upon rules, and no finish line or clock signaling the end of the contest. There is, therefore, no way to “win” an infinite game; the best you can do is keep playing. Sinek notes that…

23Feb 2020 by Steve Musica 1 Comment

The Difference Between Push and Pull

Lesson

This post focuses on the difference between push and pull in Lean. The goal of Lean is for every process to “flow value at the pull of the customer.” The key terms in this statement are defined below: [caption id="attachment_3048" align="alignright" width="150"] This symbol represents "pull" in Lean value stream mapping[/caption] The ultimate Customer is the end-user – who the product or service is providing value for. The other customer is the next step in the process. What does the next step need, and when do they need it? Flow refers to how value is created in a process. In a “perfect process,” value is created during every step, without any waste (or delay) in the process. Value is defined by the customer (end-user or next step). Every step…

25Jan 2020 by Steve Musica No Comments

Leadership Lessons from Extreme Ownership

Summary

This post shares the lessons from the 2015 book Extreme Ownership: How US Navy SEALs Lead and Win by Jocko Willink and Leif Babin. Willink and Babin were Navy SEALs who led the most highly decorated special operations unit of the Iraq war. The book demonstrates how SEAL leadership principles apply to business. Each chapter describes a situation from the war in Iraq in the insurgent occupied Ramadi where Babin led a unit that reported to Willink. Stories from the battlefield demonstrate each principle, then the authors define the principle and share an example from a business situation that further demonstrates the principle. Many of the principles are well covered in other leadership books, but several are lesser-known. This post will describe the leadership principles themselves. If you enjoy reading…

25Dec 2019 by Steve Musica No Comments

Develop Scientific Thinking with Lean Kata

Lesson

This month we are happy to share a simple yet powerful tool that will benefit any organization. It is the Lean Kata approach for developing a culture of scientific thinking at all levels of any organization. What does the word “kata” mean? Kata is the Japanese word for “form” and refers to a detailed, choreographed pattern of movements practiced alone or in groups. Anyone who has ever practiced the martial arts has performed katas in front of a sensei to advance and earn additional belts. The kata allows the trainee to memorize and perfect the movements being executed so they can easily make the movements later using muscle memory. The Lean Kata was developed by Toyota and has been well described in the Mike Rother book, Toyota Kata:…

18Nov 2019 by Steve Musica No Comments

Traction/Entrepreneurial Operating System

Summary

Several clients and trusted partners we work with have recently implemented some of the ideas discussed in the 2011 book, Traction: Get a Grip on Your Business by Gino Wickman. The book introduces an Entrepreneurial Operating System® (EOS) that small and medium-sized enterprises can use to simplify how they grow their business. EOS® simplifies the many aspects of an organization into six core components as shown below. We will explain these six components and how they work together in a powerful system. EOS contains good tools for a small business if you don't already have a management system. None of the six components in EOS are novel, but the overall system uses the KISS method (Keep it Simple, Stupid) to help a business owner focus. VISION A…

27Oct 2019 by Steve Musica No Comments

Maximize the benefits of a huddle meeting

Lesson

Workers often complain that meetings waste too much of their day. Work time spent in meetings has increased over the past 20 years, and a Harvard Business Review survey found over 70% of senior leaders believe meetings keep them from completing their work. We at Lean East believe that one meeting is more important than others for a team – the team huddle. Our team has worked with many organizations over the years and supported implementing and improving huddles. A well-run huddle is likely the single most effective meeting a leader will have with a team. We will answer eight common questions about huddles to help leaders and teams maximize the benefits. What is the difference between a huddle and a scrum meeting? Let’s begin by clarifying the difference…

16Sep 2019 by Steve Musica No Comments

The Checklist Manifesto

Summary

This post summarizes a wonderful book that is celebrating its ten-year anniversary. Atul Gawande wrote the best-seller The Checklist Manifesto: How to Get Things Right in 2009. It was the third book by the author and has become influential in healthcare and beyond. Gawande is a general surgeon at the Brigham and Women's Hospital in Boston, a staff writer for The New Yorker, and an assistant professor at Harvard Medical School and the Harvard School of Public Health. In June of 2018 he was named CEO of the recently formed healthcare venture Haven, owned by Amazon, Berkshire Hathaway, and JP Morgan Chase. I’ll let Gawande summarize the core idea from his book: “Avoidable failures are common and persistent, not to mention demoralizing and frustrating, across many fields –…

19Aug 2019 by Steve Musica 1 Comment

Allowing For Trial & Error

Lesson

We are pleased to offer our monthly lesson as a video post! You can read the lesson below, which is a formatted transcript of the presentation, or watch the 5-minute video embedded at the end. Allowing For Trial & Error: A Better Way To Grow & Compete Have you ever worked in a place where the goal is to be unnoticed and the boss visits your area only if you are about to hear bad news? I have seen too many organizations where employees just go through the motions, doing what they are told. Raises and advancements at these workplaces are based primarily on not making mistakes. Employees are told what to do and managers make the decisions. There is no incentive to take on a challenge, learn new…

28Jul 2019 by Steve Musica No Comments

Lean Innovation for Growth

Lesson

Our two previous posts introduced the Need for Lean Innovation and Lean Startup Thinking. In our conversations about Startup Thinking and Innovation, we want to clearly encourage that these innovation tools and strategies work for established companies equally as well as they do for start-ups. In fact, most of the companies Lean East supports are mature companies, not early-stage companies with a nascent product idea to test. In this post we will like to show that there are four primary types of innovation for existing companies, as presented by the Harvard Business Review article "You need an Innovation Strategy," Gary P. Pisano in 2015. The four types are described by whether they feature a business model innovation or technical competency innovation. Then we share three suggestions for existing companies who…

28Jun 2019 by Steve Musica 1 Comment

Lean Startup Thinking

Summary

This blog post is a continuation of last month's 'The Need for Lean Innovation' where we introduce the concept of Lean innovation and make the case for why businesses and organizations need to prioritize learning through experimentation. One recent book that captures many principles of Lean Innovation is The Lean Startup by Eric Ries. Ries applies several concepts of Lean thinking to the realm of startups, where there is huge uncertainty about the success of the innovation and business model. A few of the key ideas are: Working smarter, not harder: the key question is not “can this product be built?” but rather “should this product be built?” and “will this result in a sustainable business?” Developing a Minimal Viable Product (MVP): the MVP should be easy to build and…