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Author Archives: CATALYSIS

How the Process Improvement Team Supports Management System Implementation

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A management system is a great way to learn and understand your business, create alignment throughout your organization, improve performance through visibility, enable problem-solving, and sustain improvements. For a management system to be most effective, all areas within an organization should adopt the elements from the frontline to the executive team. If your organization is […]

Seven Ways to Show Respect for Every Individual

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Respect for every individual is foundational to creating and sustaining a culture of continuous improvement. The Shingo Institute states, “Individuals are energized when this type of respect is demonstrated. Most associates will say that to be respected is the most important thing they want from their employment. When people feel respected, they give far more […]

Dos and Don’ts of Asking Effective Questions

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Asking effective questions is foundational to creating the conditions for better critical thinking and learning. This is an important part of a leader’s role within an organization striving for Organizational Excellence.  Many effective questions are often referred to as Humble Inquiry questions.  Introduced by Dr. Edgar Schein, Humble Inquiry is the practice of asking open-ended […]

Four Reasons You Need Leader Standard Work

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Leader standard work defines what activities you as a leader should be doing, when you should be doing them, and how you should be approaching each one. Leader standard work includes activities that you should be doing on a daily, weekly, or monthly basis. These activities need to support the principles of organizational excellence. It […]

Reflections from the 2021 Lean Healthcare Transformation Summit

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Our mission is to inspire healthcare leaders to accelerate change in their organizations. This year’s Summit focused on how individuals can become the change they wish to see in healthcare. Our presenters shared about focusing on your personal development, building a resilient culture within an organization, and how to take action when learning something new. […]

How to Use an A3 for Personal Development

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An A3 is typically thought of as a business process related to strategy or problem-solving. An A3 can also be a powerful personal development tool. Let’s walk through how to use an A3 for personal development. Starting on the left-hand side as usual, think about your leadership actions and behaviors and ask yourself the following […]

Five Ways Executives Model the Way for Culture Change

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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 […]

Five Tips for Setting Meaningful Targets

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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 […]

Dos and Don’ts for Fostering a Continuous Improvement Culture

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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 […]

Why People Gravitate Toward Tools

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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, […]

 
 
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