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?
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.
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:
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?
A few weeks ago, I saw this announcement about Dean Gruner, MD, the second CEO to lead ThedaCare during their Lean journey:
“Dean Gruner, MD, president and CEO of ThedaCare since April 2008, today announced his plans to retire. Dr. Gruner began in healthcare 40 years ago, has served this community for 33 years, and has served as President and CEO of ThedaCare since April 2008.”
I recently saw some updates and new details related to some topics I’ve covered here on the blog, so I’m combining them into this batch update.
In this post, we cover everything from a hospital NICU, to baseball, to healthcare waiting times and a scandal there that won’t die.
Alternate title: “Lean is an Integrated System. Of Course Just Implementing Pieces Leads to Failure.” Throughout the 10 years that I’ve been involved with Lean healthcare efforts, I’ve heard multiple stories of organizations that ended their formal Lean initiatives. They do so, as I’ve been told, because they need to cut costs...
It’s far too common to see somebody with just a little bit of understanding about Lean do things that really shouldn’t be described as Lean at all… in terms of the decisions they are making or the approaches they are taking.
I’ve gone to Japan twice now with Kaizen Institute to study Lean with healthcare professionals from around the world. I first went in 2012, as a paid attendee, and I went back in 2014 as a partner and co-facilitator to teach and lead discussions during the trip.
Before I head out on vacation, here is a reader question that I am sharing for your input.I’m sharing this with permission and I’m obscuring a few details at their request.
Please read and leave a comment below the post. My approval of comments might be a bit slow after Tuesday evening as I start to travel.
Today’s post is a throwback to an essay that I originally wrote for the excellent book Lean-Led Hospital Design: Creating the Efficient Hospital of the Future, where it appears in an appendix with some other contributed essays.
At this year’s Lean Healthcare Transformation Summit (see my summary here) Dr. John Toussaint talked about and introduced his newly released book Management on the Mend, a follow up to 2010’s On the Mend. Summit attendees received a copy of the book, so they’re the first to have a chance to read this important work.
Wednesday was the first day of the 6th annual Lean Healthcare Transformation Summit, being held this year in Addison (Dallas), Texas. I’m here and this year my colleagues Dr. Greg Jacobson and Jeff Roussel from KaiNexus are attending, so please say hi if you are here.
In American healthcare, there’s a growing gap between hospitals and clinics that are being innovative and those who are stuck in the “way it’s always been done” mode. For example, innovative primary care clinics are using a combination of better processes and better technology to deliver a patient experience that I wish I could experience.
Following up on yesterday’s post on seemingly successful experiments with ACOs, here’s another article, from HBR, on “safety huddles” in healthcare:
You might be considered “wonky” for enjoying the topics discussed here at LeanBlog.org… but that’s fine. This is a safe environment for being wonky about Lean and improvement.
From Vox.com, Sarah Kliff normally does a great job covering healthcare topics, including this latest piece: