Tag: Virginia Mason
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?
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.
You might remember the hubbub (a kerfuffle?) over the NEJM opinion piece written by Dr. Jerome Groopman and Dr. Pamela Hartzband. See my first post about their article. There are more links at the bottom of this post
I want to preface this post by saying it’s mostly about questions, not answers. I’ve had many readers and acquaintances ask me about what’s been going on at Virginia Mason Medical Center in Seattle.
Now, there’s a story written by an emergency medicine physician, Dr. Brad Cotton, that appears in a publication called “Emergency Medicine News” — FIRST PERSON: ‘We Fired Our Hospital’...
Dr. Gary Kaplan is the CEO of Seattle’s Virginia Mason Medical Center, considered one of the world leaders in the adoption of Lean healthcare principles. He wrote the foreword for my book The Executive Guide to Healthcare Kaizen.
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...
Later today and tomorrow, I’ll be attending the annual World Patient Safety, Science & Technology Summit that’s produced by a non-profit called the Patient Safety Movement. If you’re also at the event, please say hi! Follow the event on the hashtag #0X2020.
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.
My guest for episode #221 is Jacob Stoller, author of a book that was just released: The Lean CEO: Leading the Way to World-Class Excellence. It’s available now through Amazon or you can learn more through his book’s website. As Jacob explains, he’s a journalist, not a Lean practitioner, and he interviewed CEOs across different industries to get their thoughts on Lean management.
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.”
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.
Lessons from the Football Coaching and Leadership Styles of the Oregon Ducks and Ohio State Buckeyes
Note: Today is the fifth anniversary of the Haiti earthquake. Russell Maroni’s journal from his volunteer work there, including some Lean concepts he employed, is still available. You can download a free PDF and I hope you’ll consider making a charitable contribution.
I travel a lot and, thanks to my work, I’m pretty well attuned to the idea of not blaming individuals for systemic problems in an organization. Or, at least I try to be good about this. I’m human, so I slip up sometimes… like the time I wrongly blamed a bartender for a bad attitude, only to learn the systemic reason behind their frustration.
The ideas, principles, and methods that we’d recognize as “Lean” aren’t exclusively of Japanese origin. Many of us, myself included, draw inspiration from Toyota, reading books about them and visiting their factories. For me, I’ve had a chance to visit Toyota plants in Japan, California, and Texas, and the story is very consistent.
This tweet and photo made me chuckle the other day…
If it’s “your right” or “your left” as you’re going up or down the stairs, collisions are going to happen if everybody followed these instructions: