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“Improvement” – Customer = Waste

“Improvement” – Customer = Waste

Recently my 93-year-old mother was briefly hospitalized for gastric distress.  This happened while I was on the road serving clients but I hurried to check on her as soon as possible.  My mother has advanced dementia so it was to my 95-year-old father that I directed... read more
Visual Management – What Makes it Tick?

Visual Management – What Makes it Tick?

Visual management is one of the core elements of a Lean Management System (LMS), and is frequently employed in organizations committed to improving the delivery of value to customers.  Some commonly used examples of visual management in healthcare include bed boards,... read more
Set up to Fail

Set up to Fail

If I’ve had one, I’ve had a thousand conversations with Lean champions who have struggled with deploying or sustaining standard work that has been designed through a group improvement activity such as kaizen.  There are a number of reasons that this can happen but I... read more

No Time for Improvement?

As I partner with hospitals around the country, it isn’t unusual to hear staff at all levels saying, “Everyone is too busy to take on one more thing.”  When this perspective is the norm within an organization, beginning a Lean journey can be challenging because Lean... read more
Who is my Customer?

Who is my Customer?

One of the principles of Lean Healthcare is that value is defined by the customer.  Strange as it may seem, we are not always clear who the customer is, let alone what they value.  Not too long ago we even had a great deal of discomfort using the term “customer” at... read more
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