training

“For too long, L&D has focused on creating day-long training programs where employees are all on the same path, regardless of their individual knowledge or experience” states this article in Chief Learning Officer.   Covid-19 has forced us to test and challenge many of our assumptions, such as whether or

The idea that just as doctors practice medicine we must practice lean is the premise of a book I contributed to called Practicing Lean which was edited by Mark Graban. We must be wiling to evolve our practices and learn as we move forward.   Order a copy of the book today

I was just attending the TWI / Lean HR Summit run by Lean Frontiers, and heard someone talking about how to train in lean. They said they don’t care in what order you introduce tools, but you can’t skip the introduction. Perhaps its just me playing my normal role of

Through my coaching efforts with clients, I get to see a lot of problems and a lot of solutions. I’ve never tried to take the solutions as data and categorize them. If I did, I think the most common solution people try is… retraining. Not training, RE-training. As in AGAIN.

This post is part of my column for Industry Week called Lessons from the Road and is now available. “Just because we don’t have training dollars to invest does not mean that we can’t develop our people. People development requires momentum; if we aren’t moving forward, we’re falling behind. There

  I hope you have plans to develop your people in 2011. And I hope they are actionable plans. I have yet to meet a company that over-trains or over-develops its people. I meeting plenty of companies that believe that they can’t afford it. To which I say: Baloney! Hogwash!

Value stream mapping training is almost like six sigma training these days – a dime a dozen. There is so much content out there, and so much of it is the same. At the Lean Learning Center, we’ve always focused on solving problems that had not yet been solved, or

This week in class (I’m running a session of Leading Lean at a client) I asked a question: What’s better between focusing on your strengths or improving your weaknesses? It’s one of those unanswerable questions designed to generate some dialogue and thought. What surprised me, although only a little, is

Last week we had an interesting conversation. It started as a discussion about projects, particularly how you make sure you projects are going in the right direction. Ideally, you should choose how you’re going to be measuring yourself before, during, and after the project. If you wait to the end