This article in The Wall Street Journal caught my eye the other day: "Can Tech Speed Up Emergency Room Care?" But, it seems like the real story is process redesign, which is barely mentioned in the story...
This recent tweet of mine struck a nerve, apparently, based on the number of times it was liked and retweeted -- "Heard often: "We don't have time for improvement." Heard never: "We don't have time for fire fighting."
Can leaders get some improvement just by asking for it? Does improvement stall out if we don't have a method for doing so? What can "process behavior" charts show us in our work today?
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?
Mark's note: Today's post is by Cristal Totterman, a pharmacist and Lean leader I have known for a couple of years now. She's written a post that made me think about and reflect on the never-ending journey of improvement, both as individuals and organizations.
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.
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.
Yesterday, Isaac Mitchell and I asked a group of Society for Health Systems Conference attendees what they wanted to talk about with peers and colleagues in the room. Here’s that list and how the discussion was structured…
Today is the start of the main days of the annual Society for Health Systems Conference. I think this is my 9th year attending out of the past 11 or so. Follow the action on Twitter using hashtag #SHS2017. Here are a few posts from the past conferences:
Alternative headline: “Poorly Designed Card Trips Up Beatty and Dunaway at The Oscars.” Or “A Bad Process Beats Warren Beatty Every Time.” What are the Lean lessons from this mistake?
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?
Are "visuals" and "visual management" the same thing? Are "visuals" always Lean, necessarily? In this post, I talk about the differences using an example from a hospital and my car's dashboard.
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.
Here are some recorded keynote talks and video presentations from the "Results Washington" annual conference, as part of the state's Lean government efforts. See this post for talks from LEI's Jim Womack and John Shook, Toyota's Jamie Bonini, and many healthcare improvement leaders.
Nate Hurle, from the Cleveland Clinic, writes about their visit to Intermountain Health to learn about their “Lean Management System,” what they mean by a “management method,” and the difference between “Management by Objectives” and a Lean style of leadership.
Patients waiting too long for the E.D. is a problem around the world. Many U.S. hospitals put up billboards that claim to shed light on how long you'll have to wait. But are the signs and numbers more confusing than helpful? Does it matter?