Tag: Deming

As next week's Lean Startup Week approaches, I'm pretty laser focused on preparation for my: Facilitation of the famed Deming Red Bead Experiment My keynote talk...

TL;DR: Many Lean healthcare job postings fail because they expect a single mid-level hire to "fix" culture, strategy, and results--while executives delegate leadership instead...

This Business Insider article caught my eye the other day: A celebrity chef who owns 26 restaurants explains why he loves when employees shoot down...

I'm teaching a daylong class on Lean healthcare today in San Antonio. It's something I've done twice a year for the past four years...

One book about the late, great W. Edwards Deming that's been on my shelf for a while is The Deming Management Method, which was written by Mary Walton, a journalist who spent some time with Dr. Deming in the 1980s. There's a section that really made me think about Lean over the past few decades (and it might seem familiar to those who use Six Sigma or other methods).

As Eric wrote about in The Lean Startup (and as many others say), time is the most precious commodity anybody has. I think that's true in startups and it's true in other organizations. Everybody says they don't have enough time. So, we have to use it wisely.

Let's start by stating the obvious: it sucks to wait 24 hours or more on a stretcher in an emergency department hallway waiting for a real hospital bed. It's sad and frustrating to have a couple of blog readers from Canada send me this story from Quebec: Quebec wants 24-hour cap for patients waiting on stretchers in ERs Barrette says there would be consequences for hospital staff, doctors who don't comply I think there's agreement that waiting 24 hours, 12 hours, or four hours for a bed after an admission is a problem. That's a problem worth working on.

I've read most of retired General Stanley McChrystal's excellent book Team of Teams: New Rules of Engagement for a Complex World (I start a lot...

I am always happy to see something even vaguely related to the practice of Kaizen in mainstream publications. Here's a recent essay from the...

On Thursday, August 10, I hosted our latest KaiNexus webinar. It's being presented by Warren Stokes, Director of Process Improvement at HonorHealth, a health system...

Back in 2012, I blogged twice about aspects of Dr. Donald M. Berwick's 1989 article in the New England Journal of Medicine titled “Continuous Improvement as an Ideal in Health Care.” The full text is only available to subscribers. As I posted on LinkedIn, another aspect of this article caught my eye when I was reviewing it the other day in advance of my talk at the Studer Group "What's Right in Healthcare" conference next week. 

There are Dr. W. Edwards Deming quotes that get thrown around... one that sounds incredibly "pro-data" and others that say data and measures are not the only thing... which is it? How do you reconcile that?