Here's the latest installment of “Key Tweets,” a (usually) weekly post that summarizes some of my tweets (or retweets) from the week, including pictures and other interesting stuff.
You can follow me @MarkGraban and join the fun and the conversation, but you don't need a Twitter account to view any of this. See the previous installments of Key Tweets.
Worst job / gig posting ever? #Lean? Redundancies and layoffs? Yikes. No no no no no pic.twitter.com/P381bhYsd4
— Mark Graban (@MarkGraban) July 13, 2017
Nice conference poster from one of our @KaiNexus customers pic.twitter.com/Dtck4queR5
— Mark Graban (@MarkGraban) July 13, 2017
Reasonable thoughts from someone whose #Lean department was eliminated by a health system this year. pic.twitter.com/xDuQr8nTLn
— Mark Graban (@MarkGraban) July 10, 2017
Sounds like system overspent when profits were good, hiring 15k, now slashing costs & laying off staff. #strategy? https://t.co/StiI7oBoDh
— Mark Graban (@MarkGraban) July 10, 2017
“The A3 isn’t a magical tool!” https://t.co/1rGjvvtLIP via @kbjanderson – #Lean
— Mark Graban (@MarkGraban) July 10, 2017
Patients & hospitals –> “You don't have to change, but if you don't, there will be serious consequences."” https://t.co/rdL1AfQA7R
— Mark Graban (@MarkGraban) July 10, 2017
“Ask for input. It's impossible to engage anyone by simply imposing your will on them. ” – @quint_studer #Lean https://t.co/6t1q3D4TQ8
— Mark Graban (@MarkGraban) July 10, 2017
Our @KaiNexus customers have now documented a combined 1 million hours saved… what could you do with one million hours? #Lean #Kaizen
— Mark Graban (@MarkGraban) July 10, 2017
Says @quint_studer: “many hospital leaders overrated the performance of their organization.” https://t.co/nte3QPYvWv
— Mark Graban (@MarkGraban) July 10, 2017
When asked if she wanted to be a Dallas Cowboy Cheerleader, my niece said, "No, I want to own the team!" https://t.co/VqLnJSxnKB
— Mark Graban (@MarkGraban) July 10, 2017
We're looking for speakers with relevant experience to take the stage at #leanstartupweek. CFP deadline is July 30: https://t.co/fA5AIxxpjS https://t.co/JvebQ3Lvte
— Lean Startup Co. (@leanstartup) July 10, 2017
How Kittitas Valley Healthcare in West Virginia uses lean to evaluate how things work to better serve patients https://t.co/DteA5K7DAv
— Catalysis (@HCValue) July 10, 2017
Not your usual obituary type language: "He had his pluses and minuses." https://t.co/89ZZx8h6WT
— Mark Graban (@MarkGraban) July 11, 2017
This was my introduction to Neal Patterson in 2001. He passed away this week at age 67. https://t.co/DFcY4RrRUf
— Mark Graban (@MarkGraban) July 11, 2017
The Six Things Wrong with the "Six Roles" of #Lean #SixSigma or #LeanSigma https://t.co/ngXCoHKCW7
— Mark Graban (@MarkGraban) July 11, 2017
My Webinar on July 27… Strength in Numbers: Improving from the Bottom-Up – #Lean Blog https://t.co/aVJiNs3Wep cc @KaiNexus #Kaizen
— Mark Graban (@MarkGraban) July 11, 2017
Just had a nice chat with CEO of a startup Ride Health, which is trying to solve patient transportation challenges https://t.co/XFGdsHJjOH
— Mark Graban (@MarkGraban) July 11, 2017
“leadership inconsistencies at any level can harm employee morale, turnover, talent selection and hiring.” https://t.co/x4S17Y8tNd
— Mark Graban (@MarkGraban) July 11, 2017
"It's more expensive to not experiment than it is to experiment." – @jansn #leanstartupuk pic.twitter.com/s7aIXrtrqG
— Lean Startup Co. (@leanstartup) July 11, 2017
“most MDs are more likely to judge a health system on its everyday operations” and not the vision or strategic plan https://t.co/0eznMEpVre
— Mark Graban (@MarkGraban) July 12, 2017
"the impact Toyota will have in North Texas, is the people… the value they bring to our community” https://t.co/3JW1mSz8a9
— Mark Graban (@MarkGraban) July 12, 2017
Akio Toyoda: "Long term, what do you need to do today to make this business sustainable for the next 50 years?’ ” https://t.co/PXOW4K3dZv
— Mark Graban (@MarkGraban) July 12, 2017
“the national target, set by HHS, is 23.9 percent.” How much time is spent arguing if it should be 23.9% vs 23.8%? https://t.co/nIZ33vovSN
— Mark Graban (@MarkGraban) July 12, 2017
— Mark Graban (@MarkGraban) July 13, 2017
One startup's life cycle expressed as a series of questions that change over time… pic.twitter.com/P65RjWCj2A
— Mark Graban (@MarkGraban) July 13, 2017
"[New hospital administrator] Gainey has achieved both Green [Belt?] and Bronze #Lean certifications." https://t.co/CcyMNEPM2V
— Mark Graban (@MarkGraban) July 13, 2017
Learn how to put the right strategy in your strategy deployment with this new white paper from Catalysis. https://t.co/Sr6F1pH8zV pic.twitter.com/cFud3qeHQf
— Catalysis (@HCValue) July 13, 2017
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The tweet I enjoyed most from your list was from Studer’s study of success factors or “characteristics” of high-performing healthcare organizations. In it he describes some fascinating data from a Studer study showing that healthcare executives’ perceptions of their own systems’ quality performance correlated negatively with their actual performance as measured by CMS (clinical process of care measures).
This phenomenon may have been in play at the VA Manchester (NH) system, in the Boston news over the weekend for an investigation into quality issues. That system’s executives were seriously at odds with many of its physician and other staff who blew the whistle on sub-standard care there. The Manchester VA had recently had its overall quality rating raised by the national VA system from 3 stars to 4, and had other positive results (surgical infection rate of zero since 2011) which were no doubt celebrated by the senior execs, but the whistle was blown over issues including flies in one OR, hundreds of patients waiting months waiting for outside specialist appointments, and care (or lack thereof) which one whistle blower said resulted in dozens of veterans developing preventable spinal conditions including paralysis.
Is it just hubris? Perhaps getting to the gemba more often should be top on the list for such executives.
Going to the gemba is good for knowing what’s going on – the real reality.
Going to the gemba is to be avoided if a leader would rather NOT know what’s going on.
Links to news about this – thanks, Tom:
At a four-star veterans’ hospital: Care gets ‘worse and worse’
Immediate action taken at Manchester VA hospital after Boston Globe report
Director, Chief Of Staff Removed Pending Probe Into Reports Of Poor Care At Manchester VA
Is that a good example of “leaders being held accountable” or an example of “being thrown under the bus” for being part of a bad system?