Tag: Lean Design
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.”
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...
Isaac is a full-time lean practitioner at East Tennessee Children’s Hospital, a lecturer at the University of Tennessee’s Department of Industrial and Systems Engineering, and an instructor for the Institute of Industrial and Systems Engineers.
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:
Bernita is originally from Kansas and has a Bachelor of Architecture from Kansas State University and a Certificate in Regional and Community Planning. She moved to Dallas in 1996 and has been employed by HKS, Inc in Dallas since that time.
I was fortunate to take a nearly two-week vacation recently, a trip that included a week in France.
My wife and I had a chance to, I guess, do a number of “gemba visits” at some wineries in the Burgundy, Chablis, Champagne, and Alsace regions of the country last week.
Continuing to go through my notes, picking up from my last post…
The presenter said something that’s certainly a familiar challenge with facilities here in the U.S.:
‘”Patients often get lost due a lack of good signs.”
I’ve been intrigued by the “Lean Startup” movement since I first saw Eric Ries speak at MIT back in late 2009. I’ve read his book The Lean Startup, have attended a bunch of the conferences (speaking at two of them – see video of one). I’ve interviewed Eric on my podcast series (listen here and here).
As I sometimes do, I’m going to close out a bunch of browser tabs (which makes my Mac run faster) and I’ll do that by sharing some articles that caught my eye but maybe don’t merit full blog posts of their own.
Here’s an article that summarizes the pocket of Lean healthcare activity in and around Winona and LaCrosse, Minnesota:
One hospital mentioned is Winona Health. You can listen to my earlier podcast with their CEO, Rachelle Schultz. I’m glad she’s one of the CEOs who realizes that Lean is a cost-cutting strategy (lower cost is the end result of doing everything else well).
It’s easy for people to think that Lean is about cost-cutting. That would be wrong, but many people associate Lean with cost cutting.
Cost cutting is the old mindset. The old hack and slash approach, which focuses on layoffs or “everybody cut your budget by x%” mandates, dies hard.
Yesterday, I was in Dearborn, Michigan for a meeting, in the shadow of the “Blue Oval” or Ford Motor Company world headquarters. Part of the day included a visit to a famed museum that I remember well from my childhood and school field trips – The Henry Ford. The timing didn’t work to take the Ford Rouge Plant tour, unfortunately (although I had a chance to visit there long ago).
Below is a picture I took of a 1909 Ford Model T. Notice the color — RED!
After some supporters of the Saskatchewan Lean healthcare efforts reached out to me, I’ve been trying to follow everything that’s being said and written – which is hard to do (just try a Google news search). There are many facets to this story, some of which are discussed well by John Shook and Bill Waddell in their blog posts.
Somebody from Saskatchewan complained to me via email that “Lean’s gotten political.” Hmm… government-run healthcare system with elected politicians (and elected union officials to boot), it’s always political. The rooster crows when the sun comes up, the politician gets political. No surprise.
A few weeks back, USA Today published an article that made me think of some of the approaches being used by hospitals under the banner of “Lean Design.” In Lean Design efforts (see this great book), hospitals involve customers (patients and families) to help iteratively design spaces that best suit their needs. Hotels are doing similar things:
A new tower opened at Seattle Children’s Hospital two days ago, built with “Lean Design” principles and methods, as this story describes: Hospital design started with yarn, cardboard and duct tape.
They call their approach IFD, or Integrated Facility Design. I have no inside knowledge of their work, but the “Integrated” typically refers to the tight collaboration between facility (and staff), architects, and construction firm to have a highly iterative process that leads to space that’s more patient focused and better for the staff.
I was fortunate to have three interviews published in the past week, where I was talking about Lean Healthcare and Kaizen, so I thought I’d share them here.
Mark’s note: Here is a guest post by my good friend Naida Grunden, author of two great books on Lean Healthcare.
America’s 5000 hospitals face a perfect storm: aging facilities that need renovation, replacement, or seismic retrofit versus a vastly shrinking healthcare dollar. The 1946 Hill-Burton Act, which extended federal funding to build hospitals and improve healthcare access in rural and poor areas, set off a hospital building boom that lasted 40 years. The boom is over. Change is in the air.
The Patient Protection and Affordable Care Act asks us to look differently at the way care is deliveredâ€”no longer as a disconnected batch of cottage-industry services, but as a continuum of care. To compete on quality and safety in this new era, hospitals will have to provide consistently efficient and excellent care to every patient.
Last week, the New York Times published a piece called “Don’t Just Talk About Change. Show It,” written by Mick Wilz, an employee at Sur-Seal, a family-owned business in Cincinnati.
As part of a Lean initiative (as evidenced by their manufacturing excellence award from AME), Mick was working on a new factory layout.
From the piece:
In 2009, as part of a strategic plan, we decided to change our factory layout, which involved moving around our work groups. Rather than simply tell our employees about the plan, I decided to show them. I brought in my children’s Lego blocks and figures and arranged them into a model of our current factory floor. I even matched each Lego figure to a worker. Then I started to change the arrangement to simulate the new design.