An organization’s culture is comprised by the behaviors demonstrated by individuals within the organization. If leaders are serious about building a continuous improvement culture, then they need to model the way by setting the standard through their own behaviors, as well as help hold others responsible for theirs.
In the book, Becoming the Change, John Toussaint, MD and Kim Barnas describe how to use a radar chart with five behavioral dimensions to help leaders assess and reflect on their own leadership behavior.
Here are some ways executives model the way for culture change: Continue reading →
In most healthcare organizations, it is a struggle to get breakthrough improvement gains and sustain them. The Shingo Model offers a change in perspective that can help diagnose and break down the persistent barrier many organizations face, not by replacing the current approach, but strengthening its foundation.
Here are five reasons organizations need the Shingo Model. Continue reading →
At Catalysis, we frequently see Lean Management Systems (LMSs) that have been rolled out rapidly and broadly across the organization, sometimes with varying levels of support and buy-in. The result of these implementations can be uneven improvement progress, staff frustration with the LMS, and limited progress on the organization’s lean transformation journey.
Below are some strategies to help you with rolling out a Lean Management System. Continue reading →
How do you know if you are improving if you don’t measure progress against targets? The truth is you don’t. Setting targets and measuring progress towards them is a fundamental component of continuous improvement. The trouble is that if you don’t set meaningful targets you will not be able to understand whether your efforts are actually helping you improve.
Here are some tips for setting meaningful targets.
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Everyone’s world has changed within the last year and continues to change daily. That not only means our current work has changed, but it also means that the worlds of those we support (whether that means internal staff or patients) have changed, and they are looking for innovative ways to do new and daily tasks. In the ever-changing environment, how do we help create new ideas? One way is by using an innovation process. The first step in this process is to understand your customers’ needs. Continue reading →
Many healthcare organizations hit a patient safety roadblock on their Lean transformation journey. Leaders and staff who are learning to see waste discover the connection between good process design and patient safety. Suddenly, every problem seems to cry out for a full-blown root cause analysis (RCA) because it could have caused serious harm! It is easy to make the mistake of thinking you need to double down on patient safety rounds and start doing RCAs on every defect discovered on gemba visits. But you don’t need a new patient safety initiative. Your daily management system is your patient safety program. Done well, a daily management system improves reliability, decreases the number of RCAs you do, and increases the quality of your RCAs. Continue reading →
Continuous improvement is the second dimension in the Shingo Model. It includes five of the ten principles of organizational excellence: assure quality at the source, improve flow and pull, seek perfection, embrace scientific thinking, and focus on process. Each of these principles are equally important to fostering a continuous improvement culture within an organization.
Here are some dos and don’ts to help keep the focus on these principles. Continue reading →
Over the past year, all of our teams have been working through this pandemic demonstrating extraordinary commitment of both physical and emotional energy. Considering these experiences led me to wonder about the resilience of our people/workforce. I am wondering - how are we as people going to come through this crisis? I have talked with many leaders in both Europe and the US and this seems to be a shared concern. How are we going to keep our great teams whole after a prolonged state of emergency and its eroding impact both personally and professionally? Many leaders are sharing their concerns around finding a new way to manage employee turnover. This problem is becoming even more critical than what we have seen in the past.
The first questions that come to my mind are:
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The idea of following five simple steps to solve a problem is very attractive. It’s something that sells in American culture - look at any bestseller list and you will probably find a few books promising that in some specified number of steps you will resolve whatever is plaguing you. When we have a problem, especially one that keeps recurring, we want to fix it and the idea of following a simple formula draws us in. The same can be seen in how people naturally gravitate toward lean tools when they are starting their improvement journey. Lean tools are useful and impactful, but they can also be misused.
Why is it so easy to focus on tools and what happens when improvement work is approached this way? Continue reading →
An A3 is a structured problem-solving approach that relies on the scientific method. This process allows users to deepen their thinking around an issue and collaborate with others to understand the problem and create a plan to resolve it. While the term A3 actually refers to the size of the paper that is typically used, it is important to remember that an A3 is a process and a tool, not merely a form to complete.
Here are some tips for working on an A3:
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