Most organizations conduct annual goal setting exercises. They spend an inordinate amount of time and resources developing goals at every level of the organization. Those carefully formulated goals then go into a drawer, never to be seen again. A year later the organization laments on lack of progress and resolutely starts the gal setting exercise […]
We have all heard the expression management by walking around (MBWA), managers walking around their departments or senior executives wandering around the organizations chatting with staff in an attempt to bring a more friendly and congenial atmosphere to the organization. This is done with the hope that this will result in improved performance and more […]
Safety is a key performance indicator in all departments. The focus depends on the department. In the hospital or nursing home, those units that provide direct patient care have patient/ resident safety their top priority. The exact indicator of safety will again depend on the unit. Patient/ resident falls are always a top concern. These […]
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 […]
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. […]
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, […]