In the past few months, I have been asked if there is a difference between the Lean Management System and Shared Governance. Yes, but… I see the Management system is a foundational element to the Shared Governance process and will support the work done in Shared Governance to progress toward the desired results. Continue reading →
Each one of us has an individual responsibility when it comes to being a member of a team. When each individual focuses inwardly first, it helps to build strong, resilient teams within our workplaces. Samuel Ashby, Director of Performance Excellence at Legacy Health in Portland, OR, says that resiliency is a team sport. During his breakout session at the Lean Healthcare Transformation Summit, he drew on his experiences of being a successful black man in America during some of history’s most pivotal and polarizing times to educate and inspire attendees.
Here is some advice he gave to help us persevere during challenging circumstances: Continue reading →
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.
Below are some key takeaways from this event from the Catalysis team. Continue reading →
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 questions. Continue reading →
At Catalysis, we like to ask during gemba walks: “Can we see your standard work?” Responses vary to our question. If the standard work is on the daily huddle board, marked up with the latest suggested improvement, it’s a good sign. If it’s in a binder that, once located, results in sneezing fits due to a heavy accumulation of dust on it, it shows us that there is a gap between creation and usage. If further questions about audit of standard work elicit a nervous tic from the dust-covered-binder-producing manager, it displays a gap in understanding of the purpose and process of standard work. Continue reading →
Plan, do, study, adjust, or PDSA, can also be thought of as the improvement cycle. These four steps outline the problem-solving process that leads to improvement. Often people struggle with consistency in completing the cycle because they want to plan and do and then move on to the next problem. Continue reading →
Berkshire Healthcare Trust is a large mental health and homecare trust in the United Kingdom. They provide services at over 150 sites in the Berkshire area including hospitals, clinics, and community sites. This community in the UK was hit by COVID much the same as all of us. However, their response has been exceptional, and I think a big reason for this is the way they used the management system to take care of their people. Continue reading →
Recently my husband and I attempted to assemble a basketball hoop for our son. I would venture a guess that many of you have had similar experiences, whether putting together a toy for your children, or maybe building a piece of furniture.
There are multiple types of standard work: instructional, process, and leader standard work. All of these serve a valuable purpose. While looking through the 40-some-odd pages of assembly instruction I started reflecting on the value of standard work.
What characteristics define effective standard work?
Continue reading →
Are you interested in providing higher quality care and a better patient experience, improving the environment you work in and patients flow through, all while supporting staff to do their best work? Standard work might be a great solution. Standard work can help provide predictable outcomes and efficiency in the way you get things done. Continue reading →
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 →