This post looks back at a podcast that I did a few years ago with Joe Swartz, talking about how he helped introduce Kaizen at Franciscan St. Francis Health and how they’ve built that culture.
In this post, I describe an idea (or a suggestion?) that led to a Kaizen improvement through Catalysis (formerly known as the ThedaCare Center for Healthcare Value).
This post will point you to a few things you might be interested in: a free webinar this Thursday, some thoughts on Kaizen and "low-hanging fruit," and a summary of the book Practicing Lean.
Why did "The Rock" and his movie make me think about Lean? Are many individuals (or organization's) willing to put time into continuous improvement every day for 20 years? If so, the results and "after" picture seem astonishing, right?
Mischelle McMillin, from Franciscan St. Francis Health, shares “dos and don’ts” for leaders going out to the “gemba” (the workplace). What is “the riddler” and why should you avoid being one in your efforts to create a culture of continuous improvement?
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.
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…
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."
I had a chance to visit one of their community hospitals, Hillcrest Hospital, as well as the main campus. It was a very stimulating visit and it was great to see the progress they were making in building a “culture of improvement.”
I saw this quote the other day and tweeted it. It seemed like food for thought and something to reflect on for a new year. A Google search doesn't lead to a clear creator of this quote... it's a common thought that has been around a long time, I guess.
#TBT: Part 2, A Year of KaiNexus Webinars, July through December, Lean, Change, Continuous Improvement
Again, one of the things I do for KaiNexus is produce and host our monthly free webinar series. You can view all of the recordings from the past few years via our on-demand library.
Back in 2014, I wrote about a CBC radio piece that featured, among other organizations, St. Mary’s General Hospital in Ontario:
You can check out that post with a link to the CBC audio and my summary of it:
This, and other documents that I’ll be blogging about, are part of Don Ephlin’s UAW office papers that are archived at the Walter P. Reuther Library at Wayne State University in Detroit. Thanks to them for their assistance.
I recently wrote about my exploration of the collected papers of the late Don Ephlin, a UAW senior leader and a professor of mine at MIT.
In that first post, I shared a few quotes that were scattered around the original NUMMI Team Member Handbook from 1984, the year that the plant re-opened as the joint venture between GM and Toyota. (Read past posts about NUMMI).
Visiting the Gemba & Seeing a Growing Culture of Continuous Improvement at Mary Greeley Medical Center
Recently, I wrote about an on-site event that I helped the Iowa Lean Consortium and Mary Greeley Medical Center (MGMC) organize… here is my first post about the morning of that event, if you missed it:
To kick off the event, we shared a video that features KaiNexus team members sharing what we believe about people, organizations, and continuous improvement: