I’ve done a number of radio interviews recently to talk about our soon-to-be-released book Healthcare Kaizen. I haven’t posted them all here, but check out this page for links to what is already been aired (MP3 files).
In at least two interviews (the ones focused most broadly on the Kaizen methodology, I’ve been asked a variation of this question at the end of the interview:
This sounds a lot like common sense. You mean everyone isn’t doing this?
– KOMO FM (Seattle) Radio Host
In the interviews (and the book), Joe and/or I talk about these key concepts of Kaizen:
- Everybody should be involved in improvement
- Managers must collaborate with employees, rather than just saying “yes” or “no” to ideas
- Lots of small ideas can make a big impact on patient care and the organization’s long-term success
There are lots of organizations that TALK about continuous improvement as a goal or an ideal.
Some of them put this up on the wall in mission, values, or vision statements (as shown in a slide I used last week at the event with Mr. Imai):
There are some organizations (like ThedaCare and the University of Michigan Health System, among others) who state a goal of 100% of employees being problem solvers every day (as shown in a slide borrowed from John Toussaint, MD):
If this is such common sense, why isn’t everybody doing it? What are the barriers? What is your organization doing about these barriers to make Kaizen and continuous improvement a reality?
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