The Progress Principle - T.Amabile, S.Kramer (summary)

In the progress principle, Teresa Amibile and Steven Kramer describe the secret behind truly productive people: progress. In a period of many years, they collected daily journal entrees from different people in different organizations, for a period between 9 and 38 weeks. With that, they collected roughly 12,000 diary entrees, which gave the authors the opportunity to analyze when participants described their day as productive and when not.
This article describes the progress-loop that the authors describe, and what you can do in your organization to positively influence this loop.


Make It Stick - P.C.Brown (summary)

In their book make it stick, Brown, Roediger and McDaniel describe how we learn best, based on scientific research. The reason why this book is best seller is because this is not the way you think you learn best, neither is it the way students are taught to learn at school. This book reveals how you can improve your own learning, and if you teach, how you can improve your teaching.

This article first describes the traditional theories on how to study, which are proven not to be successful for long term learning. Then, it describes the learning methods that do work. Finally, this article highlights some things you can do as a trainer or teacher, to make your content stick better with your students.


Crucial Conversations - Patterson,K., Grenny,J., McMillan, R., Switzler, A. (summary)

In their book Crucial Conversations, Pattersson, Grenny, McMillan and Switzler describe seven steps to improve the conversations we have that matter most. Crucial conversations are called as such, because these are the conversations that determine our future and the future of the people around us. They are therefore more than the conversations that are uncomfortable, frustrating or challenging.
After a short introduction to crucial conversations, this article will shortly address each of the seven steps described in the book to have a successful crucial conversation.


The Lean Start-up - E.Ries (summary)

In ‘the Lean Start-Up’, Eric Ries describes the challenges of starting a new business, and how the lean philosophy can help taking critical decisions faster. A central theme in this book is the build-measure-learn-cycle in which products and services are designed and improved. The shorter the cycle, the faster you learn, and the faster your service or product will become successful. This article is focused on the same cycle.


Lean Transformations - T.Panneman (summary)

In Lean Transformations, Thijs Panneman describes the crucial steps of different lean tools, so that they direcly lead to productivity improvements. How? By reducing mura, muri and muda. To explain how this works, the book is split into five different parts: the role of the lean transformation leader, understanding the lean philosophy, four steps of lean maturity, redesigning processes to improve flow and some lean tools that were described along the way in more detail. This article will shortly address each of these five parts.


The Five Dysfunctions of a Team - P.Lencioni (summary)

In his book, The Five Dysfunctions of a Team, Patrick Lencioni describes a pyramid of five layers that represents the maturity of teamwork. The layers are connected in a way that a team can move from the bottom to the top, and becomes more effective while doing so. This article describes each of the frustrations that can be linked to these layers: lack of trust (1), fear of conflict (2), lack of commitment (3), avoidance responsibility (4) and inattention to results (5).


The Coaching Habit - M.B.Stanier (summary)

In his book, the coaching habit, Michael Bungay Stanier describes how most coaching programs are considered a failure. Most managers say they are too busy with doing ‘important things’ and therefore have no time to do the coaching in the first place, and when it happens: only 23% of people who have ever been coached say that the coaching helped them.
Stanier offers a solution to both these problems. Coaching should be an information routine that can take less than 10 minutes. In this book, he describes seven questions that when asked directly help the person asked in his or her daily work. This article describes the seven questions one by one.


Leading With Lean - P.Holt (summary)

In his book, Leading With Lean, Philip Holt describes the role of leaders in any organization in transforming the organization in to a lean organization. He does this by dividing the book in five parts: planning to lead, learning to lead, leading at scale, leading excellence and leading with lean. In this article, each of these five parts will be shortly described with the two topics that I enjoyed reading most.


Lean Audit - J.Muenzing (summary)

In his book Lean Audit, Joerg Muenzing describes how an effective Lean Audit can help assess the maturity of a lean culture, and give direction for improvement. The book contains five parts. Part 1 presents the concept of the Lean Audit Lean Audit, part 2 explains the 20 keys to world-class operations, part 3 guides the readers through the assessment process, part 4 shows to interpret results, and part 5 explains the certification process.
This article will focus mainly on part 3 and 4 of the book: how to measure performance on different keys and what operational excellence looks like, and how to interpret the results to define an improvement plan.


Design for Operational Excellence - K.J.Duggan (summary)

In his book Design For Operational Excellence (Duggan, 2012), Kevin J. Duggan describes the missing part of many lean programs: creating opportunities for business growth. Yes, lean has to do with reducing waste, but why do we want that? The answer is business growth.

In this book, Duggan describes different questions that help us think about the improvement activities we have and how to improve our improvement plan. This article describes the two parts of the book that inspired me the most: how to design a self healing flow and the 9 steps of value stream mapping in an office environment. Because only when there is a self healing flow, management can focus their attention on growing the business.



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