Tag: Healthcare

Healthcare - Creating Value for Patient Canadian healthcare is still mired in a system of outdated technology (including reliance on faxing and pagers) in a...

Somebody pointed Dominic Rubino to me as somebody who could be a guest on his podcast. His podcast is focused on cabinet makers and woodworkers. I don't know anything about that field. But, I think our conversation goes to show that concepts of Lean, Kaizen (continuous improvement), and practices for metrics are pretty transferrable across industries.

I haven't done a Throwback Thursday in a while, but here's a new one. I was reminded of an article I wrote for LinkedIn back in 2013: The Carrot and The Stick "On Steroids" The article begins: There are a few cliché expressions that I've heard a lot of recently at healthcare conferences. Some of these clichés really need to be retired, including the phrases "carrot and the stick" and "on steroids."

Today I have two guests joining me for Episode #314 of the podcast. They are Skip Steward, the Chief Improvement Officer at Baptist Memorial Health Care in Tennessee and Brandon Brown, the owner and "Master Kata Coach" of his firm, Continuous Coaching Commitment, LLC. In this episode, we discuss their use of methods such as "Training Within Industry" and "Toyota Kata" in the important work of healthcare improvement. Skip and Brandon both have backgrounds in manufacturing, but they have been able to translate Lean skills and mindsets into healthcare. We'll also talk about their dynamic as consultant / client and how the roles of "coach" and "learner" are often very situational and how we can be both at different times.

A retired labor leader from the automotive industry (who reads this blog) sent me a link to this article: #RedforMed: 1,800 Vermont Nurses Are On Strike Demanding Their Hospital Put Patients Over Profits The article isn't from a newspaper; it's from a site that provides "independent and incisive coverage of the labor movement and the struggles of workers to obtain safe, healthy and just workplaces." Again, for the record, I'm all in favor of "safety, healthy, and just workplaces." That's what Lean management aims to deliver.

Here's a reprieve from posts about my new book Measures of Success: React Less, Lead Better, Improve More. Although I will mention that the book should be available very soon in the Apple iBooks store. And today's post is on themes from the book. Unfortunately, I've had two trips to the emergency room within the past year, due to stomach flu problems. Or, it was possible food poisoning. In cases like these, the doctors aren't really worried about the exact root cause, because the treatment is the same either way. They're treating symptoms. Last Wednesday morning, I woke up early and I was sick. Stomach issues. Fever. I noticed on my Fitbit that my heart rate was elevated above normal levels. I was working from home that day, so I stayed in bed, slept, and rested. I wasn't really able to eat anything and it was hard to get liquids down...

Thanks as always to Ryan McCormack for this... there's always so much good reading, listening, and viewing shared here by him! Subscribe to get these directly from...

Joining me today for Episode #312 of the podcast is Jeff Hunter, author of the excellent book "Patient-Centered Strategy: A Learning System for Better Care." Jeff was with the ThedaCare in Wisconsin, where he was Senior Vice President, Strategy and Marketing for the health system. After retiring from ThedaCare, he has been a faculty member for Catalysis and has started his own consulting firm, Jeff Hunter Strategy. In today's podcast, we discuss a number of topics, including how a good strategy is a necessary input for a "strategy deployment" management process, some of the problems with traditional approaches to strategic planning, and why an iterative PDSA approach works better than static plans.

In this post, I talk about my dental practices "need" to get Lean, my need to floss, and some of the tactics that help others change. You being right doesn't mean mean others will accept your Lean practices or your scolding about flossing nightly.

If a practice aims for "ideal care," how can there be so much waste and waiting one day, followed by a perfect waste-free visit the next? What are your experiences with care and delays in clinic settings?

This article was sent by a friend and blog reader from Winnipeg the other day: "ER wait times down, but only slightly" Oh good, the waiting times are down. But what does "only slightly" mean? Have ER wait times gone down in a meaningful way? Or are they just comparing two data points? Is this "down" a matter a signal or is it just noise in the system? These are the types of questions that can be answered by methods in my new book Measures of Success: React Less, Lead Better, Improve More.

Today's post is some material that I wrote for my book Measures of Success but cut due to length. I've modified the material a bit to hopefully be fine as a standalone post. There's a somewhat humorous, if not scary, story from a book (This is Going to Hurt) written by a former "junior doctor" in the British National Health Services (NHS) -- the equivalent of a "resident" in the American medical education system.