It’s a perfect illustration of how staff-driven “kaizen” ideas can be intentionally (or more-often unintentionally) sub-optimizing. This highlights the important role of managers and leaders in working TOGETHER with front-line staff to make sure continuous improvement ideas are aligned with the big picture and with customer/patient needs. This is one of the themes in my upcoming book Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Improvements.
Can you think of “kaizen” examples that didn’t really help the overall team or the bigger system you were working in? What can you do to make sure everybody “on the boat” is aligned?
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