In the article posted today, Pamela Hartzband, M.D., and Jerome Groopman, M.D. (the later the author of the popular book How Doctors Think), rant about all sorts of things… some of which have nothing to do with Lean...
How is it that we have two realities out there in healthcare... in parallel, Lean is awesome and Lean is horrible. It depends on where you are, unfortunately. I had an amazing day yesterday with a major health system...
There’s no magic about the number five. I’ve seen some people write that five is somehow a “magic number.” No, that’s not really the case. Ask why more than once, probably more than twice…
Just Ask Why Five Times? Effective Problem Solving for #Lean or #LeanStartup Doesn’t Start or End There
We don’t just ask why. We start by properly defining and clarifying problems. Jumping straight to Five Whys is like jumping straight to “Learn” in the Lean Startup Build-Measure-Learn cycle.
Through our practice of Lean, we’re looking at processes and our management system, looking to identify waste and opportunities for improvement.
Lean is about engaging people to have them ask why we do things a certain way or if things could be better (it’s not about finding fault from on high and telling them what to do).
My two previous trips to Japan have been incredible experiences, both personally and professionally. I'm planning to go back in December with a tour group I'm helping organize with Kaizen Institute. When people go to Japan, I think they are expecting to see perfect Lean practices. But, no...
In th KaiNexus webinar that I did with Dr. Greg Jacobson earlier this week (“Making Time for For Continuous Improvement” – view the recording), I shared a graph that shows what could or should be time for continuous improvement in a workplace.
I’ve been studying and working with Lean for 20 years now and I love Lean because I’m still learning and getting better at this craft. I love seeing other people get excited about Lean when it’s new to them, when they see the potential for improvement and the power of Lean.
Why This Sushi Company Policy Letter Should be Copied by Hospitals – As Long as They All Actually Live by It
I love the Texas-based grocery store chain “Central Market.” It’s like a local version of a Whole Foods, basically.
One of their features is a sushi area that’s run by a third-party company, Yummi Sushi.
When people ask me why I do what I do, my first answers are:
- improving patient safety
- creating better workplaces for people
It’s as simple as that. Those are the important problems that I’m passionate about (and have been able to help fix, at least in some local situations). At a more global scale, too many patients are hurt or killed by preventable medical errors. Too many people end up hating their jobs or going home crying or exhausted at the end of the day. That needs to change.
“Accountability” is a word that’s easy to throw around in an organization. It’s often pretty meaningless (or not well understood). What does it really mean?
People say things like:
Note: I’m actually doing TWO free webinars on January 27. One is for Becker’s Hospital Review, sponsored by Kronos on the topic of “Lean: Transforming Healthcare Delivery by Uncovering Opportunities Within Your Workforce.” (Learn about the other here). I hope you can join me.
There’s an expression that was used by Dr. W. Edwards Deming, and also by Dr. Don Wheeler, that says managing through metrics (and comparisons to targets) is like driving by looking in the rear-view mirror.
Last week, I published my first cartoon collaboration with a skilled artist (and medical assistant), Carrie Schurman.
You might call that cartoon “Strategy Dog-ployment.”
None of us expect this to be a weekly thing, but sometimes you strike when inspiration hits.
I am giving a new webinar on Wednesday, hosted by the ThedaCare Center for Healthcare Value (to promote a public registration workshop on Kaizen that we’re doing in October).
The webinar’s theme is:
If you know me, you know I’m a huge fan of The Simpsons. The show has been on TV for 25 of my 40 years.
The cable channel FXX is having an “Every Simpsons Ever” marathon, showing all 552 episodes over 12 days.
There are certainly many serious problems in healthcare. Let’s look at nursing, in particular. It’s a rewarding job, but it’s far more frustrating for nurses than it needs to be.
Nurses often don’t have enough time in the day (or in a given hour) to do all of their work the right way in the time available. I’ve worked with nurses who listed out all of the tasks they were supposed to do in an hour, from rounding on patients, giving medications, etc. and it added up to 80 minutes worth of work to be done in 60 minutes.
I’ve been fortunate to partner up with other artists before and today’s cartoon is a new collaboration with Carrie Schurman, CMA (AAMA), a workflow facilitator at a health system in Florida.