I love my Amazon Kindle (I have had a 2nd generation 3G Kindle for about two years). Amazon has recently made the device more “social,” where you can share highlights and notes that you take about a book via Twitter, Facebook, or the web. Here are my notes that I’ve made publicly available.
It’s also interesting to see, as an author, what the most popular highlighted passages are in your own book, in my case Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction.
You can see the most popular passages here via this link.
It is often said that Toyota gets outstanding results with average people working in brilliant systems, while most other companies get mediocre results by hiring brilliant people to fight their way through broken systems. Which statement sounds more like hospitals? Imagine the potential of combining brilliant people with brilliant systems?
waste, which has a similar context and meaning in the Lean terminology, to mean any motion or effort that does not provide any value for the customer (or patient).
Lean thinkers do not blame a lack of hard work for their hospital’s problems. We have to improve the system, and sometimes that means that people expend less effort, because their work is easier and outcomes are improved for all.
One study estimated that 13% of a hospital’s costs are due to “inefficient practices within control of the hospital,” while other estimates are closer to 20%.
“People are much more likely to act their way into a new way of thinking, than think their way into a new way of acting.””
Local improvements made in one area need to be shared with other departments or areas to prevent everyone from having to go through the same improvement cycles on their own.
1. The customer must be willing to pay for the activity. 2. The activity must transform the product or service in some way. 3. The activity must be done correctly the first time.
Womack and Jones defined the value stream as “the set of all the specific actions required to bring a specific product (whether a good, service, or increasingly a combination of the two) through the three critical management tasks of any business: the problem-solving task, the information management task, and the physical transformation task.”
With Lean, our goal is not to be better than our peers, but rather to be as good as we can be, aiming for the goal of a perfect, waste-free process.
Without a standard, you cannot have sustainable improvement. If employees do things in different ways, an improvement idea from one employee might either add to the variation in the current system or get lost because we do not have a standard method for transferring that new idea to other employees.
Do any of the quotes resonate with you? Do you have comments on any of the quotes?
The 2nd edition, renamed “Lean Hospitals: Improving Quality, Patient Satisfaction, and Employee Engagement” should be out in October 2011.
About LeanBlog.org: Mark Graban is a consultant, author, and speaker in the “lean healthcare” methodology. Mark is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. Mark is also the VP of Customer Success for the technology company KaiNexus. He lives in San Antonio, Texas.