Comments on: Another Lean Healthcare Overview http://www.leanblog.org/2006/09/another-lean-healthcare-overview/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Simon Dodds http://www.leanblog.org/2006/09/another-lean-healthcare-overview/#comment-1062 Simon Dodds Sat, 23 Sep 2006 18:59:00 +0000 http://leanblog.bigbigdesign.net/2006/09/another-lean-healthcare-overview/#comment-1062 Hi Mark, one of the lessons I have learned in applying value stream design methods (i.e. lean) to healthcare is to get people on board by getting them to think how they are going to spend the time that will be freed up. Some want to spend it on doing value added work for patients that they can't do now (i.e. increase quality); some want to re-invest in training to become multi-skilled (i.e. increase the resilience of the capacity); some want to invest the time in training others how to do value stream design; and only a minority opt to take the time out for themselves (i.e. choose to reduce their hours) or sit and do nothing. If freeing up time is only presented as a positive outcome for the staff then resistance to change is lowered. You won't need to sack anyone (except those that are actively blocking the move towards higher quality, more rewarding and more cost effective services - the three wins - they are the ones you don't want in the organisation - and the more of them you find and flush away with the rest of the non-value-adding waste the healthier healthcare will get!) Hi Mark, one of the lessons I have learned in applying value stream design methods (i.e. lean) to healthcare is to get people on board by getting them to think how they are going to spend the time that will be freed up. Some want to spend it on doing value added work for patients that they can’t do now (i.e. increase quality); some want to re-invest in training to become multi-skilled (i.e. increase the resilience of the capacity); some want to invest the time in training others how to do value stream design; and only a minority opt to take the time out for themselves (i.e. choose to reduce their hours) or sit and do nothing. If freeing up time is only presented as a positive outcome for the staff then resistance to change is lowered. You won’t need to sack anyone (except those that are actively blocking the move towards higher quality, more rewarding and more cost effective services – the three wins – they are the ones you don’t want in the organisation – and the more of them you find and flush away with the rest of the non-value-adding waste the healthier healthcare will get!)

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