I had a chance to attend the Lean Kanban North America conference this week. It was a different “tribe” to be a part of, as the topics focused on software and IT settings, including agile development, “kanban” project management, and broader lean management topics.
I gave a talk on “lean healthcare,” which is always an interesting challenge when it’s not an audience of healthcare professionals.
Here are notes and links that I cited in my slides, including data and key references:
You can also view this as a Google Doc.
- 98,000 deaths due to preventable medical errors
- Institute of Medicine: http://bit.ly/IOM-report
- One in seven Medicare patients harmed in hospital
- HHS Report: http://1.usa.gov/YiSez5
- One in 300 patients dying due to hospital errors
- Collected stats on quality and patient safety problems worldwide
- Collected stats on IMPROVEMENT
- Institute of Medicine Report on healthcare waste
- $765 Billion of $2.5 Trillion annual U.S. healthcare spending wasted
- Hand washing data
- “Ask me if I’ve washed my hands”
- UPenn data on reduction in Central Line Associated Bloodstream Infections
- ThedaCare improvement of Cardiac Bypass surgery patient data
- Two pillars of the Toyota Way management system
- Mary McClinton case at Virginia Mason Medical Center
- Virginia Mason patient safety alerts
- Darrie Eason case
- Seattle Children’s hospital Lean Design
- John Toussaint & Kim Barnas (ThedaCare)
- Paul O’Neill’s three questions
- Are my staff and doctors treated with dignity and respect by everyone in our organization?
- Do my staff and doctors have the training and encouragement to do work that gives their life meaning?
- Have I recognized my staff and doctors for what they do?
- Lean vs. L.A.M.E.
- Article about bad 5S in the British news
Picture via Twitter.
Tweets about the talk:
If your managers say things like “My people are very careful”, this is an indication that you have a systemic quality problem
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