A key performance indicator (KPI) is a measurement that bench makers the success soft any particular activity within an organization. The key in choosing KPIs an understanding of what is important to the organization or unit of the organization. What is important will vary widely within organizations. Using a hospital as an example, dietary is […]
While middle management is the most difficult group to engage, the front line are the most sceptical. They are the group that are the most reluctant to be changed. No one comes to work with the attitude “I’m going to do a lousy job today. Everything I do will be counter productive.” People come to […]
The most difficult group to engage in LEAN in any organization is middle management. Yet without their enthusiastic support the LEAN journey will be difficult. This group of managers and supervisors are the ones charged with the responsibility to get the work done. They are set in their ways and can be very reluctant not […]
Many organizations start the LEAN journey. Some are very successful, others start the journey enthusiastically but fizzle out and others never even get going, despite large investment in resources both in financial and human resources. What differentiates these organizations? What can you do to ensure the success? LEAN is not another new initiative. It is […]
There are always questions asked about the various levels of certification and the roles and function of those individuals within organizations. Each level has a specific role in the ongoing LEAN journey. Let’s explore those roles. Yellow Belt. This is generally the introductory level to LEAN. Individuals at this level have an awareness of LEAN. […]
Gemba is the Japanese word meaning “where the work is done”. A key LEAN concept is that this is where all the value-added activities are performed. Since this is where value-added activities occur, this is where all improvement actions must take place, not in an office or boardroom. A gemba walk is actually going to […]
Value-added time in healthcare, is time that adds value for the patient that they are willing to pay for. Non-value-added time does not add value for the patient yet they pay, not willingly, for it. Take the typical ER visit. The patient registers, is seen by a physician, has various tests, is […]
There are many misconceptions about LEAN. In order to understand LEAN, we need to understand what it’s not. LEAN is not a technique to reduce staff. It’s not a way to maximize profits. It’s not about laying blame. It’s not finding the deadwood and getting rid of them. It’s not a quick fix for your […]
LEAN is based on two simple principles. Voice of the Customer. Nothing is done except in response to the voice of the customer. The purpose of any organization is to serve its customers in the way they want to be served and are willing to pay for. All actions taken must be in response to […]
TOLLGATE CONCEPT The tendency in most organizations is to look at a problem, put a team together and have them solve it. The solution is not always effective. Why? There is a tendency to want to fix something and not take a systematic process to ensure all the steps have been done properly. For instance, […]