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.
The book can now be ordered through the ThedaCare Center for Healthcare Value and it shows “In Stock.” It's now available in Kindle format through Amazon.com.
You can watch a recorded webinar featuring Dr. Toussaint discussing the transformation model or download a printable PDF information sheet about the book.
I've had the chance to read an early copy and I'm enjoying the book very much so far through the first six chapters. Whereas On the Mend told the story of ThedaCare's Lean journey up to that point, the new book sketches out a generalized Lean transformation model and roadmap that draws on lessons from ThedaCare and other hospitals, including those that are members of the Healthcare Value Network.
The table of contents:
John emphasizes the need to move beyond specific Lean tools and isolated projects and events to engage everybody, from front-line staff to senior leaders, in a personal and organizational transformation. I like John's advice to start with a “model cell” that focuses on a key problem or value stream in one part of the organization. It's better to get some results and solve a problem that matters… building upon that success rather than spreading one's efforts too thin and not having much of an impact.
I'd like to share a few short excerpts below, things that stood out to me in early chapters.
On the idea of organizations being spread too thin and not having enough focus… he frames it as an overburden and a violation of the “respect for people” principle from Toyota and Lean.
John also takes what might be a contrarian view about Return On Investment (ROI). I agree with him that we can't just focus on dollars and cents… we need to look at other measurable impacts. Note he's not saying “don't measure anything,” he's saying to look at a broad set of goals and measures. Don't allow yourself to be limited by a narrow ROI focus.
And on the topic of safety huddles at ThedaCare:
That's such a striking contrast in approach:
- Old way: Long delays (30 days), blame a person
- New way: Minimal delay (90 minutes), look at the process & systems
I think you'll find it to be very helpful book. Buy copies for your executive team!
I'll be recording a podcast with John late next week. If you have any questions for him about the book or in general, let me know.
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