Joining me for Episode #263 is another returning guest, Pascal Dennis (@AuthorPascal on Twitter). He was previously a guest on Episodes #96 and #239, talking about two of his previous books (see a full list here).
Today, we're talking about his most recent book, a business novel called Andy & Me and the Hospital: Further Adventures on the Lean Journey. I don't normally read much fiction, and I generally don't read business novels, but I really enjoyed this book and tore through it in a few days. It was really compelling and many of the scenarios felt quite familiar. I think this is a helpful book for painting a picture of what it could feel like to start a Lean journey in healthcare.
The book is, of course, a sequel to his earlier book Andy & Me, Second Edition: Crisis & Transformation on the Lean Journey.
Streaming Player (Run Time 44:47)
For a link to this episode, refer people to www.leanblog.org/263.
Topics & links for this episode:
- Pascal's firm, Lean Pathways
- Given Tom and Andy's background in manufacturing, how can they function in a major hospital? What have you found to be some of the biggest differences when working in healthcare?
- One of the characters from the fictional Taylor Motors says something provocative: “The worst Taylor factory is better managed than the best hospital in America” (and maybe that extends to Canada and other countries)… what would be behind a statement like that?
- Please talk about the concept of True North… how is that different than the “mission, vision, and values” that most organizations have? Why is it important to have a qualitative statement and not just metrics?
- What's the difference between “empowerment” and “abandonment?”
- How can we convince healthcare leaders that:
- 1) Lean is not a layoffs or “cost cutting” strategy
- 2) That they need to learn and practice Lean themselves, not just delegate it or train front line managers and staff?
- How do you see staff-driven QnEK fitting in with the alignment that we're trying to get through Strategy Deployment? I heard one hospital say that staff “ONLY” work on things that fit into the SD framework and my fear is that they'll stifle participation that way… thoughts?
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Thanks for listening!