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Is the process sustaining?

I hear this question all the time from healthcare leaders and managers.  We have strong data showing that the consistent application of a handful of Lean Healthcare skills is the key to the success of any new and promising transformation (from adopting Lean to shifting to a problem solving approach).  We also see data that shows it is possible to make rapid and significant progress when teams use these skills, even in resistant organizations.

This is the true foot stomper though: “How can you ensure that the new crucial lean skills don’t just become another ‘flavor of the month’ club?”

There are two possible scenarios:

    1. There are organizations where leaders eventually stop paying attention to how they and others apply their Lean Healthcare skills. Well documented organizational policies are insufficient to stimulate change.  Predictably, their change efforts flounder and eventually fail.
    2. I have seen more cases where lean leaders become so strong in their lean vision and skills and so committed to using them that it has profoundly affected the way they lead their organizations to enjoy significant and lasting change for their patients.  It takes continuous concentration and attention to ensure the application of Lean Healthcare skills in the organization. 

Are you in scenario B?  What do you do daily, weekly, and monthly to prove your commitment to your organization?  Can you do more? 

Today’s blog was written by Michael Kellner, a Director with HPP.

With more than 30 years of experience, Michael has optimized organizations’ delivery systems through Lean, Six Sigma and continuous quality improvement methodologies.  He has led lean transformations for Healthcare for both private organizations and the U.S. Air Force, including the Office of the Surgeon General.  Michael has also held senior leadership roles with Johnson Controls, Tenneco Automotive, and Warner Electronics as Plant Manager and Vice President of Operations of multi site operations.  Additionally, he served with the U.S. Navy in Vietnam.

Michael holds a Bachelor’s degree in Industrial Technology from Tennessee Technological University. He also holds a Senior Sensei and Master Black Belt Certification.

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