A few of you sent me this article... and you were correct to think I would be interested: "Inside Alabama's Auto Jobs Boom: Cheap Wages, Little Training, Crushed Limbs." What are the parallels and lessons for hospitals?
It's been 10 years since I first wrote about my awkward acronym L.A.M.E. Is it helpful to distinguish between true Lean principles and "Lean As Misguidedly Explained?" Will we see more L.A.M.E. talk and behaviors in the future?
I'm happy to share a link to a white paper that I co-authored for Catalysis (formerly the ThedaCare Center for Healthcare Value). The paper is titled: "Lean for Doctors." It's co-authored with Dr. John Toussaint and Dr. Jack Billi.
#TBT: Don’t Blame the Kicker, Don’t Blame the Oscar Presenter, and Don’t Blame the Healthcare Professional
Today's Post in <50 words: Lean thinkers don't blame individuals who are in a bad system, whether that's a presenter at Oscars, a kicker in a football game, or a healthcare professional in a hospital.
In today's post, I write about how Kaizen starts with you. I share some examples of "personal Kaizen," including the way I've streamlined my call scheduling process, for my benefit and for others.
While I'm writing here about Northwestern men's basketball learning from Duke (without copying everything), the same ideas apply if you're Ford learning from Toyota or a hospital learning from ThedaCare.
Thanks to GoLeanSixSigma.com for asking me some questions for a discussion that they've posted on their website. On the pet peeves issue, I tried to address, in particular, some of the "Lean Sigma" stuff that I have blogged about here on this site...
Art Byrne's latest book, The Lean Turnaround Action Guide, has a lot of great tips that he's trying to share, CEO to CEO. How many CEOs are reading this book and heeding his advice, in manufacturing or in healthcare?
Registration is now open for our “Kaizen Live!” event, where you can visit Franciscan St. Francis Health in Indianapolis to see what a “culture of continuous improvement” is like in a way that will help you in creating the same for your organization.
I continue sharing documents from the Don Ephlin library archive. What did Ford and the UAW learn when they visited Japan in 1981? Many of the things that made Japanese industry successful are the same things that make organizations successful with Lean today, including in healthcare.
Today's post points to my guest blog post for the W. Edwards Deming Institute: Reflections on Dr. Deming's Hospital Notes - What Has Changed Since 1990? Why do the same problems that Dr. Deming experienced as a patient 30 years ago still happen so often today?
Are there parallels between medicine and organizations when we look at the tension between heroism and the sometimes boring work of preventing problems and improving things? I comment on an article by Dr. Atul Gawande…
Lean sometimes gets, I think, an unfair rap that it’s only a method for incremental improvement. See this article, for example: “Limits of Lean — Transformative Care Redesign Must Go Beyond Typical Lean-Based Improvements.”
I saw this article a few days ago in one of the larger healthcare industry trade publications: How One Woman Saved IU Health $54 Million The headline is misleading, as addressed in the opening sentence / sub-headline of the story (via HealthLeaders): “With a little help from about 10,000 of her friends and colleagues, the head
You Don’t Build a Culture of Continuous Improvement by Waiting Until Your Culture is Totally Ready for Continuous Improvement
When I talk to organizations about Kaizen, or continuous improvement, there's far too much self-defeating talk, where people say things like: "We're not going to try this Kaizen process because our culture isn't ready yet."
Yesterday, the W. Edwards Deming Institute published the second in my series of three posts for them: "The Failure of "The Livonia Philosophy" at my GM Plant." Read more...
In my travels, I often meet people or visit organizations that say something like: "We're doing Lean... we just call it Process Improvement." They have a "Process Improvement" (PI) department...