How to Create an Area Scorecard

Posted on by CATALYSIS

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Often people are doing improvement work, but they are not entirely sure whether those improvements are having an impact. One way to see the impact is with a scorecard. This element of the lean management system allows us to understand our performance at a unit level, prioritize improvement, and respond to underperformance. All elements of the lean management system are connected and interdependent on one another. The scorecard is connected to many other components including; performance review meetings, the unit-based leadership team, and visual management. Ultimately, the area scorecard helps us align our work to the system True North metrics.

Here are some things to keep in mind when creating an area scorecard.

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Best of 2019 Blog Posts

Posted on by CATALYSIS

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At the end of 2018 we began posting weekly blogs to inspire healthcare leaders and accelerate change throughout the healthcare industry. We strive to share knowledge that will help transform organizations to a culture of improvement, delivering continually higher value outcomes for patients, staff, and communities.

As 2019 comes to an end, we thought it would be fitting to reshare the best blog posts of 2019:

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How to Manage in a Culture of Continuous Improvement

Posted on by CATALYSIS

Man pulling the curtain up to a new colorful world.

The overall objective of a lean management system is to develop people to solve problems and improve performance. A lean management system can help an organization learn and understand their business, create alignment within the organization, enable problem-solving in the gemba, and sustain improvements.

The lean management system is made up of ten interdependent components that work together to become the way of life with an organization. We like to think of the lean management system as a brick wall, if one brick is removed, the wall would crumble.  The same is true for the management system, all the components are necessary to keep the system strong.

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Catalysis Staff Share Reflections from 2019

Posted on by CATALYSIS

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As 2019 comes to a close, it is a good time to pause and reflect on events from the year. Reflection is integral to the learning and personal development process. This important part of the PDSA cycle helps us take stock of what went well and what we can improve on in the future.

The Catalysis staff has taken time to share their reflections from working with customers and one another as we work to transform healthcare. Continue reading →

Five Benefits of Visual Management

Posted on by CATALYSIS

Keeping Score

We have all heard the saying, “a picture is worth a thousand words.” That is the best way to sum up visual management. The purpose is to make it easy to access and understand performance. In Creating a Lean Culture, David Mann compares visual management to the transmission of an automobile. The transmission is vital to making the car run, just as visual management is a principle element in a lean management system.

There is no one way to do visual management. In fact, there are many different types or varieties of visual management and each organization or team should choose what works best for their needs. No matter what design visual management takes, there are some common benefits visual management provides:  Continue reading →

Four Reasons to Build Coaching Capability in Your PI Team

Posted on by Karen Flom

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Coaching capability is an important asset for an organization on a lean transformation journey. At the heart of lean transformation is the focus of improving processes and developing people. If your organization is not developing coaching capability to support team members during transformation, then you are missing part of the equation.

As an organization matures on the lean journey it is imperative that the improvement team moves away from a focus of teaching tools to developing problem solving skills at all levels within the organization. Here are some reasons why it is important to build coaching capabilities: Continue reading →

How to Build the Foundation of a Continuous Improvement Culture

Posted on by CATALYSIS

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In Management on the Mend, John Toussaint, MD explains that “principles are how a person, or a team organizes and externalizes values. In the way that values drive the culture, principles drive behaviors.” Toussaint goes on to say that principles can also help find points or common ground with others. Consequently, the Shingo Principles are at the foundation of a culture of continuous improvement and the pursuit of operational excellence.

Over the past several weeks, Catalysis team members have been sharing our thoughts about the Shingo Principles in hopes of helping you reflect on how these principles are demonstrated in your organization.  Continue reading →

The Gift of Responsibility

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Often when we talk of making someone responsible, it seems like we are placing a burden on that individual.  From one lens, the responsibility can be a burden from both the giver and receiver’s point of view.  When I asked my son to be responsible for taking out the trash, I am sure that he perceived this as a burden. As the giver of this responsibility, I knew that there was going to be a burden on my part to ensure the task was completed in a timely manner.

If we believe that it’s a parent’s role to develop our children into accountable adults, then giving responsibilities to our children is part of that development. It would be far easier and take less time initially to do the task ourselves instead of spending the time reminding and prodding them.  While our initial lens may be the burden of the task, the individual will not develop accountability without being given responsibility.

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How to Create Value for the Customer

Open treasure chest on the beach

At the peak of the Shingo Model pyramid is the principle “create value for the customer.” If an organization fails to deliver value to the customer, they will ultimately wind up out of business. Value is defined by the customer by what they are willing to pay for.

Here are some behaviors that can help create value for the customer:

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The Difference Between “Reduce” and “Prevent” When it Comes to Process Thinking

Posted on by Brian Veara

Chain Reaction In Business Concept, Businessman Intervening Dominoes Toppling

In many healthcare organizations, you often see lofty strategic initiatives that are listed as reducing harm. For example, these objectives are listed as “Reduce CLABSI by 50%” or “Reduce Unplanned Readmissions by 25%.”

The words used in these statements can often represent an immature process and analytics mindset. In organizations that are more mature in their process thinking, these statements use a different verb than “reduce,” instead they use a verb like “prevent.”  Continue reading →