Tag: Six Sigma
My guest for Episode #274 of the podcast is Jay Arthur, author of Lean Six Sigma for Hospitals: Improving Patient Safety, Patient Flow and the Bottom Line, Second Edition. To me, "Lean Sigma" is often a controversial topic... not because anything is wrong with Six Sigma…
I saw this article a few days ago in one of the larger healthcare industry trade publications: How One Woman Saved IU Health $54 Million The headline is misleading, as addressed in the opening sentence / sub-headline of the story (via HealthLeaders): “With a little help from about 10,000 of her friends and colleagues, the head
I was fortunate to take a nearly two-week vacation recently, a trip that included a week in France.
My wife and I had a chance to, I guess, do a number of “gemba visits” at some wineries in the Burgundy, Chablis, Champagne, and Alsace regions of the country last week.
My guest for Episode #264 is a friend from here in the Dallas / Fort Worth area, Tyrone Butler. He is LSS Managing Partner at his company, Butler Active Business Solutions LLC. He has a background in the Air Force, he pre-dated me at Dell Computer in the 1990s, and he’s being doing a lot of work all over the world with Lean, Six Sigma, and other methodologies for improving software and project delivery, like ITIL.
Continuing my series of blog posts about my July trip to China, today’s post is about the second city I visited: Shanghai. This post has some photos and descriptions of the high-speed train trip and other travel-related details. You can also read previous posts about the Lean healthcare conference that was held in Beijing on the first day.
We'll probably also talk about this article that was published yesterday on QualityDigest.com: "Lean Is About Quality, Not Just Speed or Efficiency... in Factories or in Hospitals" It might ruffle some feathers, but oh well.
As is often the case, I have too many open browser tabs full of articles that I was going to potentially blog about. This slows down my Mac (thanks, Chrome!).
So, it’s time for me to clear out my backlog and a little mental overhead… to share some articles I’ve been reading with some quick notes, instead of doing full blog posts. Well, I’ll get my backlog down a little.
As part of their “Gemba Live” series, host Ron Pereira visited Franciscan St. Francis Health in Indianapolis. That’s the hospital, of course, of my Healthcare Kaizen co-author Joe Swartz.
Another question I get thrown at me very often is something along the lines of “How do we get more buy in for ______” with that space being filled with Lean, Kaizen, 5S, using the EMR system, improvement, or any number of terms. If you do a Google search for Lean “lack of buy in”...
Alternate title: “Lean is an Integrated System. Of Course Just Implementing Pieces Leads to Failure.” Throughout the 10 years that I’ve been involved with Lean healthcare efforts, I’ve heard multiple stories of organizations that ended their formal Lean initiatives. They do so, as I’ve been told, because they need to cut costs...
Today's post is an excerpt from the collaborative ebook project Practicing Lean. I wrote the first two chapters of the book and then asked others to contribute their early stories about mistakes and lessons learned.
My guest for episode #229 is John Dyer, president of his consulting firm, JD&A, Inc., and a contributor for IndustryWeek.com. John started his career at General Electric and later moved to Ingersoll-Rand, where he was VP of Operations for their Security and Safety sector.
Joining me for episode #222 of the podcast is Erin S. DuPree, M.D., FACOG, the Chief Medical Officer and Vice President for the Joint Commission Center for Transforming Healthcare. Dr. DuPree is an OB/GYN by training, was previously the Chief Medical Officer and Senior Vice President for Medical Affairs at The Mount Sinai Medical Center in New York City. She is a certified Six Sigma Green Belt and is also a TeamSTEPPS (Team Strategies and Tools to Enhance Performance and Patient Safety) master trainer.
Mark’s Note: Today’s post is a guest post by Erwin van der Koogh, who comes to us from Australia. The thoughts and opinions here are his, although I agree with enough of it to publish it here. I’ll be participating in the discussion via comments and I hope you’ll join in.
Many healthcare organizations are non-profits. They provide some “community benefit” in terms of charity care (as do for-profit healthcare organizations).
Then, there are healthcare organizations that are very charity focused, where providing free care and social services is their primary mission. Some of these organizations even refuse to accept payment from insurance companies or the government when it’s available.
I sometimes torture myself by watching webinars given about “Lean Sigma.” I hear a lot of claptrap about Lean… things that are just demonstrably wrong. These aren’t differences of opinion. These are statements that are factually incorrect and can be proven as such.
If you ever hear somebody say some variation of this phrase:
“Lean is all about efficiency”
“Lean is only about increasing speed and reducing cost”
Then please just stop the video or run, don’t walk, out of the room via the nearest exit, to avoid being further misinformed by the speaker.
Sorry to get all Katie Couric on you, but I’m going to have a colonoscopy on Friday. I turned 40 last October and I have some family history that leads my doctor to get one done now rather than at 50.
Unlike Katie, I won’t be broadcasting mine live, but I’ll share some articles and reflections on the process and, being process focused, what could go wrong. It’s a very necessary procedure, but there are, sadly, some very unnecessary and preventable risks.
When we lament why Lean hasn’t been more widely embraced as a new management model in healthcare (or other industries, for that matter), it’s good to ask “why?” We can identify gaps and propose countermeasures that might help solve this problem.
As much as I believe that benchmarking isn’t as useful as many think it is, I did see a recent innovation in the Six Sigma world that we might want to consider… or maybe not.