Joining me again for Episode 310 is Stephen M. Shortell Ph.D., MPH, MBA. He is Blue Cross of California Distinguished Professorship, HPM and is a Professor of Organizational Behavior at the University of California, Berkeley School of Public Health.
In this episode, we talk about some initial research that they released in a paper that was published in The Joint Commision Journal on Quality and Patient Safety:
“Use of Lean and Related Transformational Performance Improvement Systems in Hospitals in the United States: Results From a National Survey”
Shortell said that the article will hopefully be freely available soon.
For a link to this episode, refer people to www.leanblog.org/310.
Topics and notes for this episode:
- Can you please remind the viewers about the CLEAR research center, as we talked about in episode #267?
- U.S. or international scope?
- How do you and your research define Lean? – did this evolve? “Doing Lean?”
- You mention the front-line staff, but what about the role of leaders, in particular, senior leaders?
- You've released what I believe is your first study about the adoption and impact of Lean in U.S. hospitals – what are some of the key findings?
- Mitigating the risk of painting a rosy picture?
- Is there a risk of “self reported” maturity being inaccurate?
- 69% said they were “doing Lean”
- Called and followed up those that didn't respond
- Still over 50% of those said yes
- “Some aspect of Lean” – 61 or 62%
- How do you measure “the degree of Lean implementation?”
- What does “Lean maturity” mean? – taken as part of the culture
- Does culture survive a CEO change?
- How does one measure the adoption of a daily management system?
- Engagement of the board?
- Did you find any differences between Lean, “Lean Plus Six Sigma,” and Robust Process Improvement, or was that all lumped together?
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