A selection of highlighted blog posts from Lean
bloggers from the month of February 2022. 
You can also view the previous monthly Lean Roundups here.

Signs of Spring – Bruce
Hamilton shares several metaphorical lessons from the witch hazel and its
co-inhabitants of his yard at spring.

Leading to Learn: Ask More, Tell Less – Mark Rosenthal explains the value of asking leading questions to
achieve a higher level of implementation of ideas.

Nick Saban on the Power of Process Thinking – Pascal Dennis talks about Alabama football coach Nick Saban and how
his approach aligns with process thinking. 

Visual Management – Michael
Baudin discusses the key points of visual management and point of intervention.

A Common Tool Trap: the Tool Will Help Your Delivery and Planning
Problems – Johanna Rothman explains why tools
don’t help you work better—they reflect how you work now.

The NBA’s Steph Curry, the Taguchi Loss Function, and Deming’s Funnel
Experiment – Mark Graban shares story of Steph
Curry’s NBA shooting percentage with statistical analysis and process
improvement.

The Continuous Improvement Culture Model – John Knotts explores various facets of a model for building a culture
of continuous improvement.

Leverage the Power of Safety to Drive Cultural Transformation – Kevin Meyer describes how making safety a priority can transform your
organization.

Leader Standard Work for Time and Contingency Planning – Jon Miller discusses how time planning and contingency planning highlights
the important practice of creating and following leader standard work.

Ask Art: Why is a Lean Sensei Necessary? – Art Byrne explains the importance of a lean sensei to bring knowledge
and experience on how to transition from traditional management to lean
management.

6 Things You Can Do to Become a More Effective Lean Leader – LEI shares a collection of articles from David Verble on how the way
managers and leaders talk to employees (and to each other) can contribute, or
be a barrier to, creating and sustaining a culture of engagement and continuous
improvement.