Today's post is a link to a great interview with Amir Dan Rubin, the CEO of Stanford Hospital & Clinics. I met Amir a few years ago when he was COO of UCLA Medical Center and they were an early member of the Healthcare Value Network.
How does he view his role as CEO? How can Lean help support their goal of “healing humanity one patient at a time?”
Here at Stanford we use the “Lean” process improvement approach or methodology. It derives from the Toyota Production System. It engages people to improve their performance and the performance of the hospital. You look at the hospital processes and identify which area is adding value, which area is delivering great value and which area is a waste of time. The Lean Process follows the idea that by systematically and continuously improving processes, and by engaging the team, we can develop an organization that is focused, every day, on being better than it was before.
Read the whole interview at Becker's Hospital Review.
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Let’s work together to build a culture of continuous improvement and psychological safety. If you're a leader looking to create lasting change—not just projects—I help organizations:
- Engage people at all levels in sustainable improvement
- Shift from fear of mistakes to learning from them
- Apply Lean thinking in practical, people-centered ways
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