Forgive me for being a bit of an Industrial Engineering geek here in this post. After all, my bachelor’s degree is in Industrial Engineering, even though I sometimes get called “a healthcare guy” after focusing on healthcare for just about ten years now.
Reminder: I’m doing a webinar today with Dr. Greg Jacobson, CEO of KaiNexus, titled “How To Spread Continuous Improvement” and I hope you’ll join us. Register if you can attend live at 1 pm CDT or we’ll send you a link to the recording.
Mark’s Note: Today’s post is a guest post by Erwin van der Koogh, who comes to us from Australia. The thoughts and opinions here are his, although I agree with enough of it to publish it here. I’ll be participating in the discussion via comments and I hope you’ll join in.
When we introduce the idea of Lean to healthcare organizations, it’s very common for somebody (often a senior physician) to say something like,
“But we don’t want assembly line medicine.”
MP3 File (run time 33:49)
My guest for episode #218 is Karen Kiel-Rosser, Vice President/Quality Improvement Officer at Mary Greeley Medical Center in Iowa. You can see her full bio below in this post. You might remember Karen from a recent post where she told a great story about putting patient safety first.
In yesterday’s blog post (“Safety is always our top priority” – From lip service to daily practice?“), I challenged hospital leaders to back up the “happy talk” with real action and stories about putting safety first. It’s easier said than done.
It’s a pretty common facilitation technique to do a “plus / delta” discussion at the end of a meeting, exercise, etc.
In the plus column go the things that went well, were enjoyable, were helpful, and should repeated.
I’m honored to have been interviewed by Dr. Robert Wachter for his “Web M&M” interview series on the AHRQ website.
Dr. Wachter is a leader in the patient safety movement who I’ve respected and admired for quite a while. You can read his “Wachter’s World” blog and his book Understanding Patient Safety is very influential and a must-read. I’ve also had a chance to read an advance copy of his upcoming book The Digital Doctor: Hope, Hype, and Harm at the Dawn of Medicine’s Computer Age, which I’m enjoying very much. I’ll be doing a podcast interview with Dr. Wachter in a few weeks.
Last week, I wrote a post (part 1) looking back at our visit to the Toyota Tsutsumi factory that was part of our Japan tour that took place two months ago now. See previous posts in this series. I’m going to try to do one post a week on this topic. If you’re in San Francisco, I’m giving a talk on Wednesday night about Lean, Japan, and ideas traveling back and forth across the Pacific.
Announcement: Dr. Greg Jacobson and I are doing a new webinar for KaiNexus on “More Leadership Behaviors That Create a Culture of Continuous Improvement‘” on January 27. It’s free… learn more and register here.
One question I was asked to ask during my Japan trip was to see if “Quality Circles” are still active in Japanese companies. I think the term was brought to the U.S. in the 1980s and 1990s, but generally wasn’t widely adopted for a number of reasons – probably due to management mindsets and organizational culture, not a lack of willingness on the part of American workers. At GM in 1995, people talked about failed attempts at forming QCs (and management mainly blamed the workers, sadly).
Note: This is being republished, with permission, under a Creative Commons license. See the original ProPublica page and comments.
by Marshall Allen ProPublica, Sep. 19, 2013, 10:03 a.m.by Charles Ornstein and Lena Groeger, ProPublicaby Dan Nguyen, Charles Ornstein and Tracy Weber, ProPublica by Robin Fields, Al Shaw and Jennifer LaFleur, ProPublica
I was recently interviewed by one of the reporters who put together this web article in Canada:
The article highlights Lean success stories and it also raises some interesting challenges and data that question the approach.
There are certainly many serious problems in healthcare. Let’s look at nursing, in particular. It’s a rewarding job, but it’s far more frustrating for nurses than it needs to be.
Nurses often don’t have enough time in the day (or in a given hour) to do all of their work the right way in the time available. I’ve worked with nurses who listed out all of the tasks they were supposed to do in an hour, from rounding on patients, giving medications, etc. and it added up to 80 minutes worth of work to be done in 60 minutes.
What happens when a mistake is made in your organization? How do you react when an error occurs?
A lab specimen gets mislabeled. The wrong product is shipped to the wrong customer. A patient is injected with the wrong medication.
“Weird Al” Yanokvic skewers corporate buzzwords in this new song and music video.
He also skewers the now-tired “hand writing on a white board” style of corporate videos, which I think is even more brilliant of him.