Clearing the Lean Blog Backlog: Lemmings, Change, Lean, & Leadership
Cleaning out the backlog of stuff I wanted to blog about...
Not Being Lean Lemmings; Why Best Practices Don't Yokoten; Nissan Leaders Lead the Way, After the Problems
Healthcare improvement isn’t about working harder—it’s about better systems, better leadership, and a culture that supports learning and speaking up. This archive brings together blog posts, podcasts, and reflections on Lean healthcare, patient safety, quality improvement, leadership, and continuous improvement. Many of these posts draw on real hospital experiences and lessons from Deming, Toyota, and frontline healthcare teams, with a consistent emphasis on respect for people and learning from mistakes.
Cleaning out the backlog of stuff I wanted to blog about...
Not Being Lean Lemmings; Why Best Practices Don't Yokoten; Nissan Leaders Lead the Way, After the Problems

I saw this recent article from Malaysia:
LEAN Healthcare: Reducing patient waiting times, one small step at a time
They put Lean in all caps... it's not an acronym.
Anyway, back to the article. Their ministry of health is trying to reduce the typical department length of stay number from five hours to something shorter. And Lean is something they're using to help...

Here is the headline from the Dallas Morning News: "How Toyota improved Parkland Hospital's ER -- with purple lights."
I'll give credit to Dr. Fred Cerise, the CEO of Parkland Memorial Hospital, for reaching out to Toyota and TSSC for help...

I recently read this article on the IndustryWeek website:
Whirlpool's Green Takes Aim at World Class Manufacturing
Byron Green, the vice president of manufacturing for Whirlpool's 14 factories in the U.S. and Mexico, said:
"...manufacturing was littered with companies that saw lean as a collection of tools that could be deployed for a quick win. Successful companies, he said, instead see it as a bedrock of their culture."....

In this post, I share links and information about two upcoming free webinars that I'm hosting this month, some 2018 workshops I'm doing again on better managing metrics, next year's Lean Healthcare Transformation Summit, and some online education about "Healthcare Kaizen" that I have opened up for public registration. Please check out all of the links, resources, and information...

Today, I’d like to share the second in my series of articles about “Champions of Change.” Here, we feature my friends at Franciscan St. Francis, the health system of my Healthcare Kaizen co-author Joe Swartz. As I wrote about in the first…

I recently saw a presentation by some leaders from a children’s hospital. I was really impressed that their medical quality and effectiveness leaders were outspoken advocates for Lean and Six Sigma, as was their director of process improvement. They shared…

As you might know from episode #290 of my podcast with Eric Ries on Monday, his new book was released on Tuesday: The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth. I think there are…
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 of practicing it. Overemphasis on certifications, industry “insider” status, and toolkits (Lean, Six Sigma, PDSA) misses…

The other day, I posted Episode #289 of the podcast, in which Kathleen Sharp and David Schoenwetter made some great points about respecting “push back” or “resistance to change.” I’ve now posted a PDF summary of the podcast and you can…

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 or so. My day here is part of a six-month program for healthcare professionals and different…

My guests for Episode #289 are Kathleen Sharp, MBOE, LSS MBB, now the Director of Optimization at McLeod Health, and David Schoenwetter, D.O., FACEP, a Medical Director at Geisinger Health System.
They are joining me to talk about the innovative Geisinger Mobile Health Paramedic program that they developed and piloted with Lean thinking throughout. Kathleen and David will discuss why it was important to engage stakeholders in innovation, how they viewed and addressed resistance to change, why it was important to test the idea in practice, and why it was important to measure results. They also discuss their lessons learned and their challenges along the way.
This WSJ article has a nice summary of the program: "Paramedics Aren't Just for Emergencies."
"In the Geisinger pilot program, mobile health visits can be requested by a patient's primary-care doctor, a cardiology clinic, or after an emergency room or hospital discharge. Patients who frequently visit the ER are offered the option of being seen at home by a paramedic as an alternative to an ER visit and potential hospital admission, especially for conditions that can be treated at home if caught early."
I hope you enjoy the episode. It's long, but it's an interesting case study, I believe.