Tag: Healthcare

Can leaders get some improvement just by asking for it? Does improvement stall out if we don't have a method for doing so? What can "process behavior" charts show us in our work today?

A few of you sent me this article... and you were correct to think I would be interested: "Inside Alabama's Auto Jobs Boom: Cheap Wages, Little Training, Crushed Limbs." What are the parallels and lessons for hospitals?

Mark's note: Today's post is by Cristal Totterman, a pharmacist and Lean leader I have known for a couple of years now. She's written a post that made me think about and reflect on the never-ending journey of improvement, both as individuals and organizations.

I'm happy to share a link to a white paper that I co-authored for Catalysis (formerly the ThedaCare Center for Healthcare Value). The paper is titled: "Lean for Doctors." It's co-authored with Dr. John Toussaint and Dr. Jack Billi.

Today's Post in <50 words: Lean thinkers don't blame individuals who are in a bad system, whether that's a presenter at Oscars, a kicker in a football game, or a healthcare professional in a hospital.

While I'm writing here about Northwestern men's basketball learning from Duke (without copying everything), the same ideas apply if you're Ford learning from Toyota or a hospital learning from ThedaCare.

Yesterday, Isaac Mitchell and I asked a group of Society for Health Systems Conference attendees what they wanted to talk about with peers and colleagues in the room. Here’s that list and how the discussion was structured…

Today is the start of the main days of the annual Society for Health Systems Conference. I think this is my 9th year attending out of the past 11 or so. Follow the action on Twitter using hashtag #SHS2017. Here are a few posts from the past conferences:

Alternative headline: “Poorly Designed Card Trips Up Beatty and Dunaway at The Oscars.” Or “A Bad Process Beats Warren Beatty Every Time.” What are the Lean lessons from this mistake?

I get worked up about labeling a troubled surgical department as "a factory," but there are far more important issues of patient safety and hospital culture to be discussed related to a Seattle Times investigative piece.

Art Byrne's latest book, The Lean Turnaround Action Guide, has a lot of great tips that he's trying to share, CEO to CEO. How many CEOs are reading this book and heeding his advice, in manufacturing or in healthcare?

Are "visuals" and "visual management" the same thing? Are "visuals" always Lean, necessarily? In this post, I talk about the differences using an example from a hospital and my car's dashboard.