Mark’s Note: This is another guest post by Drew Locher (check out past posts and my podcast with him). There’s been a lot in the news about “medical error” arguably being the 3rd leading cause of death in the United States. But what about the errors that don’t cause death, but cause harm and/or annoyance? Drew writes about one such case today and it hits close to home for him…
My guest for episode #249 of the podcast is Steve Leuschel, author of the book Lean Culture Change: Using a Daily Management System. You can find Steve on Twitter as @stevenleuschel.
You might remember a post from January that included an excerpt from his book on “huddles.”
Today’s post is an addendum from Saturday’s post on the apparent death of a health system Lean program: “Why Would a New Healthcare CEO Kill a Lean Program?”
If you read that post, there’s an interesting comment from a Presence Health employee that doesn’t shed too much more light on this:
I want to express my gratitude to Joe Swartz and his colleagues at Franciscan St. Francis Health for hosting our “Kaizen Live!” event. Yesterday was the first full day and everybody (24 attendees) will be back this morning to continue the learning and discussion.
Episode #246 is my second episode in recognition of Patient Safety Awareness Week.
My guest is Steve Montague, who talked about Lean and Crew Resource Management with me in episode #195 in 2014. He’s a retired Navy fighter pilot, a commercial pilot, and a consultant for hospitals and health systems… and a fellow Texan and a near-neighbor of mine. See his full bio here.
Each Saturday, I get an email newsletter from the UK-based site "Nursing Times." Last week, this article, caught my eye: "Workplace principles revealed for NHS staff in Wales." A free registration might be required to read it or other articles, but it's worth it.
After living in San Antonio for almost four years, my wife and I will finally be settled into the DFW area by the end of March. There’s a lot we will miss about San Antonio and that includes the San Antonio Spurs. Even if you’re not into the NBA, it’s basically a civic obligation to cheer for the Spurs and to attend a game here and there. It’s a very similar community feeling like they have about the Green Bay Packers up in that part of Wisconsin.
Things are coming along with the 3rd revised edition of my book Lean Hospitals. There’s a lot of “batch and queue” processing (and delays) in the publishing value stream. A few weeks back, the publisher threw the “first pages” over the proverbial wall to me. These are the first typeset pages in PDF form that have gone through copy editing. It was my job to then review that “first draft” of the book and provide input on formatting and content.
In my time working with hospitals, I’ve always been very sympathetic to front-line nurses (and other staff). They are far too often overburdened and undersupported. Work is often more difficult than it needs to be — too much hassle and not enough time with patients. Nurses are forced to jump through hoops, fighting through bad systems, yet they too often get blamed when things go wrong.
We recently published a video on our YouTube Channel with Matthew Cannistraro from Harrington Air Systems.
Part 1 covered the left hand half of the model, with Organizational Alignment and Visual Management being the key themes.
Back in November, I had a chance to meet Nate Hurle, from Cleveland Clinic, as he was giving a presentation about their work with Lean and continuous improvement. As we chatted, I mentioned that I’d be in Ohio in early December, as I was going to visit my grandfather who lives in northeastern Ohio (he’s almost 93!). Nate was kind enough to invite me to spend a day with him and two sites within Cleveland Clinic.
Hopefully you've already seen the famed 1980 NBC documentary "If Japan Can, Why Can't We?" that featured Dr. W. Edwards Deming. I posted a link to the video and some notes on Part 1 of the broadcast. Today, I'd like to blog about Part 3 of the program...
Humility is an important part of the Lean management philosophy... it also means being willing to admit that there is a problem. Humility means "we don't really know so we must understand and then try many things to see if we have the right solution."
I've worked with a lot of companies whose primary operational strategy boils down to "cut costs". Others on Mark's blog have written about the many unintended consequences of cutting costs as a myopic strategy. But I'd like to share a trend among small manufacturers I've seen...
Labor Day is Monday, so maybe it’s appropriate that my guest for episode #228 of the podcast is Zeynep Ton, an Adjunct Associate Professor of Operations Management at the MIT Sloan School of Management. You may have recently seen her being interviewed by Fareed Zakaria on CNN. Read her full bio here.
Many of you might not care, but it’s football season. Major college football starts tomorrow night and the NFL kicks off their season next Thursday. On that note, if you’d like to “kick off” a Kaizen approach to continuous improvement in your organization, I’d like to help.
I’m a big nerd in that I love reading newspapers basically cover to cover. I’m a nerd in many ways, I guess. You don’t have to be a survey nerd to take my short reader survey (and you might win a book!).