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InfoQ Homepage Presentations Re-thinking Lean Service

Culture & Methods
QCon San Francisco (Oct 2-6): Learn what's next from software leaders pushing the boundaries.

Re-thinking Lean Service

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56:33

Summary

Taiichi Ohno discovered some counter-intuitive truths as he developed the Toyota System. Similar counter-intuitive truths wait to be discovered by leaders of service organisations. When they are understood and applied, service organisations' performance is transformed to levels that, to the current mind-set, would be considered unachievable.

Bio

John Seddon is an occupational psychologist, researcher and leading authority on change in organisations, making significant contributions to the role of human factors in quality. Author of the best-selling I Want you to Cheat: The unreasonable guide to service and quality in organisations, John is an outspoken critic of ISO 9000. John has a reputation for being controversial, but informed.

About the conference

The Lean and Kanban 2009 event was created to drive further progress in software development by providing a unique opportunity to share best practices and innovation within the growing community of software engineers, managers, and executives adopting Lean and Kanban systems. It provides a unique opportunity to meet with and learn directly from industry luminaries and practitioners from around the world.

Recorded at:

Jan 03, 2010

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Community comments

  • Very interesting presentation

    by Bogdan Nedelcu,

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    John makes some interesting key points in this controversial presentation. Makes me doubt some of my beliefs. Very good material. Thanks !

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  • Re: Very interesting presentation

    by hans baggesen,

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    Horrible sound quality

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  • Re: Very interesting presentation

    by Vladimir Hirner,

    Your message is awaiting moderation. Thank you for participating in the discussion.

    That's right unfortunately :(. Is there not written version of this presentation?

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  • Abstract

    by Vincent Murphy,

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    The conference schedule.

    Lean arrived in service organisations at a time when industrialisation (call centres and back-offices managed as production systems) was the rage. Taking some misguided ideas from manufacturing, lean interventions shared many false assumptions with the status quo. In short, 'lean' in service took the wrong path.

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