Lean Leadership for Healthcare: Approaches to Lean Transformation
Features
- Includes case studies with real examples
- Provides insights from healthcare team members and leaders
- Demonstrates how to link Lean improvement to corporate strategy using healthcare examples
- Illustrates the application of a management system to sustain the improvements
- Discusses how to mitigate risk, including what can go wrong and how to prevent these failures
Summary
Healthcare organizations that have already applied Lean thinking to their processes, with the diligence of effective management and strong leadership support, are now realizing the benefits of their efforts. And, many of those benefits surpass what was thought possible just a few years ago. To be successful, these organizations had to provide the leadership to arrive at their future state.
Written by a Shingo Prize-winning author and Lean sensei, Lean Leadership for Healthcare: Approaches to Lean Transformation explains how to apply Lean improvement to both clinical and non-clinical processes. It presents valuable lessons learned by the author over the years of leading improvements in this complex industry and lays out a clear roadmap for initiating your Lean improvements.
Illustrating the leadership behaviors required to achieve sustainable success, the book is ideal for leaders in the healthcare industry looking to initiate Lean improvements to clinical and non-clinical processes. It reviews the fundamentals of Lean and explains how to link a strategy of continuous improvement to corporate strategy to achieve operational excellence. It also describes how to mitigate the risk of failure when undergoing large-scale corporate change—including what can go wrong and how to prevent these failures.
The book includes case studies that share the time-tested insights of healthcare team members and leaders. It outlines a management system for sustaining your Lean improvements and provides the Lean leadership approaches, thoughts, and visual tools you’ll need to guide your organization along the path toward world-class healthcare performance.
Table of Contents
Lean at a Glance
What Is Lean Healthcare?
Value-Added
Non Value-Added
First Theme of Lean Improvement: Continuous Improvement
Second Theme of Lean Improvement: Respect for All People
Seven Wastes
Overproduction
Waiting
Overprocessing
Inventory
Motion
Defects
Transportation
Two Additional Wastes
Unused Human Capital
Waste of Organizational Design
Principles of Improvement
Flow
Pull
Defect-Free
Visual Management
Kaizen
Lean Healthcare Defined
Summary: Key Points from Chapter 1
Creating and Deploying a Lean Strategy
Creating a Culture of Improvement
Seven-Phase Policy Deployment Process
Step 1: Establish the Organizational Vision
Step 2: Develop Three- to Five-Year Breakthrough Objectives
True North Measures
Step 3: Develop the Annual Breakthrough Objectives and Improvement Priorities
Identify Top-Level Improvement Priorities
Selecting the Top-Level Improvement Priorities
Step 4: Deploy the Improvement Priorities
Step 5: Implement the Improvement Priorities
Use a Value Stream Approach to Improvement
Lean Tools
Kaizen
Step 6: Monthly Review
Step 7: Annual Review
Enablers of Hoshin Kanri
World-Class Targets for Improvement
Summary: Key Points from Chapter 2
Leading Change—The Transformation Roadmap—Phase 1:"Get Ready"
Beginning the Journey
Phase I: Preparing to Transform (Get Ready)—Building the Infrastructure
Selecting Your Change Agent
Get Informed
Get Help
Establish a Steering Committee
Train Your Internal Experts
Develop and Deploy a Communication Campaign
Summary: Key Points from Chapter 3
The Transformation Roadmap—Phase 2—The Acceleration Phase (Improve, Sustain, and Spread)
Delivering on Preparation Efforts
Step 1: Ensure You Have Selected the Right Value Streams on Which to Focus
Step 2: Establish Value Stream Governance and Set Up Your Value Stream Performance System
Step 3: Utilize A-3 Thinking to Realize Improvement
Step 4: Sustain the Improvements and Manage Visually
5S: A Beginning Place for Visual Management of Process
Using Visual Management for Process Control
Using Visual Management for Improving Results: Managing for Daily Improvement
Control Systems for Visual Management
Peer Task Audits (Kamishibai)
Step 5: Capture the Savings
Step 6: Support Your Change with Ongoing Training and Coaching
Lean Coaching
Step 7: Spread Lean Thinking across the Organization
Replication of Artifacts, Products, Solutions, and Process
Adding Additional Value Streams
Summary: Key Points from Chapter 4
The Transformation Road Map—Phase 3: Make Organizational Improvement the "New" Culture
Changing to the New Organizational Structure
Lean Capacity Building
Lean Information Technology
Lean Finance
Lean Human Resources
Lean Supply Chain
Lean Project Management, Lean Construction, and Lean New Service Introduction
Lean Leadership Processes
Medical Leadership Processes
Taking Lean beyond Your Four Walls
Summary: Key Points from Chapter 5
Leadership Behaviors and Actions for Success
Leading by Example
Participate
Learn the Tools
Rotate Teaching of the Core Lean Tools
Book of the Month Club
Become a Lean Facilitator
Walk the Value Streams
Commit the Resources to Be Successful
Facilitation
Team Resources
Middle Management Expectations
Supplies
External Resources
Hold People Accountable
Address Antibodies
Redeployment versus Unemployment
Monitor and Demand Results
Believe
Summary: Key Points from Chapter 6
Mitigating Transformation Risk and Avoiding Common Mistakes
Being Successful and Avoiding Failure
Don’t Waste the First Six to Nine Months
Managing the Breadth and Depth of the Change
Leadership, Management, Support Staff, and Medical Staff Engagement
Inability to Operate Two Systems
Common Errors to Organizational Change Efforts
Summary: Key Points from Chapter 7
Closing Thoughts
Glossary of Lean Terms
