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Copyright © 2012 Lean CEO.
From the Editor
Welcome to the Lean CEO newsletter!
The featured article is Top 10 Signs Your CEO Does't Get Lean by Mike Micklewright. The featured book this month is Healthcare Kaizen by Mark Graban and Joseph Swartz.
Gemba Academy is continuing its free webinar series with the following:
Top 10 Signs Your CEO Doesn't Get Lean
Lean training and programs are more popular than ever. Implementing lean strategies is all the rage, but has your CEO really seen the lean light? Use these 10 signs as a gauge to find out.
10. He initiated a brand new lean department.
His thinking: Lean is something new. We donÕt want to taint it with our quality or production departments. Quality has nothing to do with lean, and qualityÕs been around for such a long time that itÕs kind of dull. Besides, the quality department has that ISO standard; they get to keep it going because our customers think we need to have it and demand that we do. Lean has kaizen. ThatÕs not even part of the ISO thing. The production department doesnÕt have time for lean. They have to focus on expediting orders and getting them out the doorÑespecially that last week, every month. Lean and kaizen would interrupt this flow. I think IÕll set up the lean departmentÕs office right next to the Six Sigma department; thatÕs dying out anyway.
9. She thinks one-piece flow only applies to production.
Her thinking: I get one-piece flow for manufacturing stuff or creating a service, but the thought of applying that concept to management or leadership is silly. So silly, in fact, IÕve never even thought of it. What would I do thenÉ monitor the process every day instead of at the monthly meeting? ThatÕs not gonna happen. Would I provide feedback and be open to my staff every day, like one-piece flow, instead of how I currently batch all of my performance reviews, once a year, at the end of the year? Fat chance. Would I conduct management review meetings more than twice a year? Yeah, right.
8. He thinks that monthly kaizen events are the key to lean.
His thinking: ThatÕs enough sacrifice. One big olÕ kaizen event, with five or eight employees, once a monthÉ weÕll pick a different area each month. It makes sense. WeÕll batch-process our improvement efforts to get rid of batch processing. It makes sense to me.
By Mark Graban and Joseph Swartz
Healthcare Kaizen focuses on the principles methods of daily continuous improvement, or “Kaizen,” for healthcare professionals and organizations.
Healthcare Kaizen shares some of the methods used by numerous hospitals, including Franciscan St. Francis Healthcare, where co-author Joe Swartz has led these efforts. Most importantly, the book covers the management mindsets and philosophies required to make Kaizen work effectively in a hospital department or as a organization-wide program.
All of the examples in the book are real examples that were shared by leading healthcare organizations, with many full-color pictures and visual illustrations of Kaizen-based improvements that were initiated by Chief Operating Officers, nurses, housekeepers, and other staff members at all levels.
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