Tips From The Ex­perts: Get­ting Lean

Modern Healthcare - - NEWS -

Seem­ingly heroic ef­forts could be red flags that mo­ti­vated peo­ple have de­vel­oped great work­arounds in a bro­ken sys­tem.

“There’s enough op­por­tu­nity in healthcare for nec­es­sary hero­ics to add un­nec­es­sary ones. Step back and ask: ‘In this case, do they have to be a hero?’ ”

Mark Gra­ban, Lean healthcare con­sul­tant

Iden­tify ar­eas of vari­a­tion, where things are not con­sis­tently per­formed the same way.

“You have to know where you’re start­ing from. If you do it one way on your shift and I do it another on mine, there is no base­line to go back and triage when some­thing goes wrong.”

Kath­leen Long, di­rec­tor of break­through im­prove­ment, Pres­ence Health

Ev­ery per­son on staff has the abil­ity to bring for­ward ideas.

“Con­sider their thoughts the cur­rency of the fu­ture in healthcare. We hire the smartest peo­ple in the world and then don’t ask them what they think. That doesn’t seem fair, or even wise.”

Steve Hoeft, se­nior vice pres­i­dent of oper­a­tions ex­cel­lence, Bay­lor Scott & White Health

Don’t just latch onto tools, such as the rapid break­through events.

“That’s where most or­ga­ni­za­tions fail. Lead­er­ship and man­age­ment need to change the way they’ve done busi­ness. You can’t sus­tain trans­for­ma­tion with­out that fun­da­men­tal un­der­pin­ning.”

Dr. John Tous­saint, CEO, Thedacare Cen­ter for Healthcare Value

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