Here's the latest installment of “Key Tweets,” a post that summarizes some of my tweets (or retweets) from the week. Follow me @MarkGraban and join the fun and the conversation. See the previous installments of Key Tweets here.
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11 Common Myths About #ContinuousImprovement http://t.co/5XPgYW3yrA pic.twitter.com/mfzLdYPSDO
— KaiNexus (@KaiNexus) August 31, 2015
Dr. #Deming, observing from his hospital bed in 1987. So insightful about the waste & overburden (still there) pic.twitter.com/B3gAWClxUW
— Mark Graban (@MarkGraban) September 2, 2015
Dr. #Deming was right, in 1987 after his hospital stay, that only the hospital CEO can really change the system pic.twitter.com/4PYui0vXOg
— Mark Graban (@MarkGraban) September 3, 2015
Talking & even asking why 5 times doesn't prove what root cause is. You have to test a countermeasure & see the effect. #lean #leanstartup
— Mark Graban (@MarkGraban) September 1, 2015
Some say "all you have to do is ask 5 whys." 1st, you need to properly define & clarify the problem. 3rd, you have to test countermeasures
— Mark Graban (@MarkGraban) September 1, 2015
When I see 404 unread emails and think "Oh, Yahoo Mail is down with a 404 error." pic.twitter.com/0fqK38NWYn
— Mark Graban (@MarkGraban) September 3, 2015
#Deming said: "you need to put all of your effort into changing the minds and methods of your company leaders." http://t.co/CGB4drFOiJ
— Mark Graban (@MarkGraban) August 31, 2015
Physician Engagement – Who Should Fix Our Broken Processes? http://t.co/MIcJ36A12R by @PaulDeChantMD #Lean
— Mark Graban (@MarkGraban) August 31, 2015
"#Lean is a tool set, a management system, and a philosophy that can change the way hospitals are organized and managed." via @leanhospitals
— Mark Graban (@MarkGraban) August 31, 2015
#VA — "staff feel less comfortable reporting adverse events than they did previously." http://t.co/Kod4GpLq6p #patientsafety
— Mark Graban (@MarkGraban) August 31, 2015
Start with why. Inspire, don't manipulate. #change #lean pic.twitter.com/NNYjWDlT8C
— Mark Graban (@MarkGraban) September 3, 2015
Summary of a Simon Sinek idea… Very similar to #kaizen approach and #lean pic.twitter.com/hm8b1kSpHr
— Mark Graban (@MarkGraban) September 3, 2015
"We always start our green belt projects with 5S." Why *always*? That's dogmatic. Ohno said, "start from need." Still good advice. #lean
— Mark Graban (@MarkGraban) September 1, 2015
Visual management: Proper waking direction… Confirmed. If not, coaching required. #lean pic.twitter.com/XIfOk63tdC
— Mark Graban (@MarkGraban) September 3, 2015
Ask person in a mature #kaizen culture: How much time do you spend on improvement? "I dunno." A fish doesn't know it's in water… #Lean
— Mark Graban (@MarkGraban) September 1, 2015
Smithsonian Channel show: "Before the aviation industry could become profitable, it had to become safe." Thoughts, healthcare?
— Mark Graban (@MarkGraban) September 2, 2015
No big deal compared to Google & Verizon, but my blog has a tweaked logo. I didn't spend $$$ on it though. pic.twitter.com/qKwTlG9aiG
— Mark Graban (@MarkGraban) September 3, 2015
Do you commit any of these 8 errors in your #Lean transformation or other big #change initiative? pic.twitter.com/fj020vC0xt
— Mark Graban (@MarkGraban) September 4, 2015
Revolving door – Sask. leaders get #lean training, then go work for the consulting firm that trained them http://t.co/nYn6Zzn9Uv
— Mark Graban (@MarkGraban) September 4, 2015
100 Most Influential People in Healthcare http://t.co/VKio70COoo Including @Bob_Wachter @leahbinder & Gary Kaplan of @VirginiaMason
— Mark Graban (@MarkGraban) September 4, 2015
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Your definition of Lean caught my eye: “Lean is a tool set, a management system, and a philosophy that can change the way hospitals are organized and managed.”
I study Lean, think about Lean, practice Lean, and write about Lean. But I feel awkward when someone asks “What do you do?” or “What is Lean?” and sense a one sentence response is appropriate.
My common response for the Lean question: Lean arguably the best approach we know about for improving how an organization delivers value to its customers.
I figure if they’re interested in understanding what this means, they’ll start a conversation. Otherwise the conversation moves on. Still, I feel a bit academic sounding with this reply.
So what is your favorite one sentence response?
It’s tough to summarize what we do or what Lean is, in a nutshell.
When chatting with somebody at a reception or party, I usually define what I do in terms of goals: “I work with hospitals to improve quality and processes.”
A longer version is “I work with hospitals to improve the quality of care and patient safety, reduce waiting times, reduce costs, and create better workplaces.”
Lean, if they probe, is a means to those ends.