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Lean Leadership for Healthcare: Approaches to Lean Transformation [Mīkstie vāki]

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  • Formāts: Paperback / softback, 254 pages, height x width: 229x152 mm, weight: 362 g, 41 Tables, black and white; 51 Illustrations, black and white
  • Izdošanas datums: 23-Apr-2013
  • Izdevniecība: CRC Press Inc
  • ISBN-10: 1466515546
  • ISBN-13: 9781466515543
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Lean Leadership for Healthcare: Approaches to Lean TransformationPalielināt
  • Formāts: Paperback / softback, 254 pages, height x width: 229x152 mm, weight: 362 g, 41 Tables, black and white; 51 Illustrations, black and white
  • Izdošanas datums: 23-Apr-2013
  • Izdevniecība: CRC Press Inc
  • ISBN-10: 1466515546
  • ISBN-13: 9781466515543
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781466515543.html
Keywords:

Healthcare organizations that have already applied Lean thinking to their processes, with the diligence of effective management and strong leadership support, are now realizing the benefits of their efforts. And, many of those benefits surpass what was thought possible just a few years ago. To be successful, these organizations had to provide the leadership to arrive at their future state.

Written by a Shingo Prize-winning author and Lean sensei, Lean Leadership for Healthcare: Approaches to Lean Transformation explains how to apply Lean improvement to both clinical and non-clinical processes. It presents valuable lessons learned by the author over the years of leading improvements in this complex industry and lays out a clear roadmap for initiating your Lean improvements.

Illustrating the leadership behaviors required to achieve sustainable success, the book is ideal for leaders in the healthcare industry looking to initiate Lean improvements to clinical and non-clinical processes. It reviews the fundamentals of Lean and explains how to link a strategy of continuous improvement to corporate strategy to achieve operational excellence. It also describes how to mitigate the risk of failure when undergoing large-scale corporate change—including what can go wrong and how to prevent these failures.

The book includes case studies that share the time-tested insights of healthcare team members and leaders. It outlines a management system for sustaining your Lean improvements and provides the Lean leadership approaches, thoughts, and visual tools you’ll need to guide your organization along the path toward world-class healthcare performance.

Foreword ix
Preface xi
Acknowledgments xv
About the Author xvii
1 Lean at a Glance
1(26)
What Is Lean Healthcare?
1(1)
Value-Added
1(1)
Nonvalue-Added
2(3)
First Theme of Lean Improvement: Continuous Improvement
5(1)
Second Theme of Lean Improvement: Respect for All People
6(1)
Seven Wastes
7(1)
Overproduction
7(1)
Waiting
8(1)
Overprocessing
9(1)
Inventory
9(1)
Motion
10(1)
Defects
11(1)
Transportation
11(1)
Two Additional Wastes
12(1)
Unused Human Capital
13(1)
Waste of Organizational Design
14(1)
Principles of Improvement
15(1)
Flow
15(2)
Pull
17(1)
Defect-Free
18(1)
Visual Management
19(3)
Kaizen
22(1)
Lean Healthcare Defined
23(2)
Summary: Key Points from
Chapter 1
25(2)
2 Creating and Deploying a Lean Strategy
27(44)
Creating a Culture of Improvement
27(3)
Seven-Phase Policy Deployment Process
30(1)
Step 1 Establish the Organizational Vision
30(1)
Step 2 Develop Three- to Five-Year Breakthrough Objectives
31(1)
True North Measures
31(6)
Step 3 Develop the Annual Breakthrough Objectives and Improvement Priorities
36(1)
Identify Top-Level Improvement Priorities
37(1)
Selecting the Top-Level Improvement Priorities
38(5)
Step 4 Deploy the Improvement Priorities
40(3)
Step 5 Implement the Improvement Priorities
43(1)
Use a Value Stream Approach to Improvement
43(6)
Lean Tools
49(3)
Kaizen
52(9)
Step 6 Monthly Review
57(3)
Step 7 Annual Review
60(1)
Enablers of Hoshin Kanri
61(5)
World-Class Targets for Improvement
66(3)
Summary: Key Points from
Chapter 2
69(2)
3 Leading Change---The Transformation Roadmap---Phase 1: "Get Ready"
71(24)
Beginning the Journey
71(2)
Phase I: Preparing to Transform (Get Ready)---Building the Infrastructure
73(1)
Selecting Your Change Agent
74(3)
Get Informed
77(5)
Get Help
82(2)
Establish a Steering Committee
84(3)
Train Your Internal Experts
87(2)
Develop and Deploy a Communication Campaign
89(3)
Summary: Key Points from
Chapter 3
92(3)
4 The Transformation Roadmap---Phase 2: The Acceleration Phase (Improve, Sustain, and Spread)
95(48)
Delivering on Preparation Efforts
95(10)
Step 1 Ensure You Have Selected the Right Value Streams on Which to Focus
98(2)
Step 2 Establish Value Stream Governance and Set Up Your Value Stream Performance System
100(3)
Step 3 Utilize A-3 Thinking to Realize Improvement
103(1)
Step 4 Sustain the Improvements and Manage Visually
104(1)
A Beginning Place for Visual Management of Process
105(4)
Using Visual Management for Process Control
109(6)
Using Visual Management for Improving Results: Managing for Daily Improvement
115(3)
Control Systems for Visual Management
118(5)
Peer Task Audits (Kamishibai)
123(8)
Step 5 Capture the Savings
127(4)
Step 6 Support Your Change with Ongoing Training and Coaching
131(1)
Lean Coaching
131(5)
Step 7 Spread Lean Thinking across the Organization
135(1)
Replication of Artifacts, Products, Solutions, and Process
136(3)
Adding Additional Value Streams
139(2)
Summary: Key Points from
Chapter 4
141(2)
5 The Transformation Road Map---Phase 3: Make Organizational Improvement the "New" Culture
143(36)
Changing to the New Organizational Structure
143(3)
Lean Capacity Building
146(1)
Lean Information Technology
147(4)
Lean Finance
151(2)
Lean Human Resources
153(5)
Lean Supply Chain
158(3)
Lean Project Management, Lean Construction, and Lean New Service Introduction
161(7)
Lean Leadership Processes
168(3)
Medical Leadership Processes
171(3)
Taking Lean beyond Your Four Walls
174(3)
Summary: Key Points from
Chapter 5
177(2)
6 Leadership Behaviors and Actions for Success
179(20)
Leading by Example
179(3)
Participate
182(1)
Learn the Tools
183(1)
Rotate Teaching of the Core Lean Tools
184(1)
Book of the Month Club
184(1)
Become a Lean Facilitator
184(1)
Walk the Value Streams
185(1)
Commit the Resources to Be Successful
186(1)
Facilitation
186(2)
Team Resources
188(1)
Middle Management Expectations
188(1)
Supplies
188(1)
External Resources
189(1)
Hold People Accountable
189(3)
Address Antibodies
192(1)
Redeployment versus Unemployment
193(3)
Monitor and Demand Results
196(1)
Believe
196(1)
Summary: Key Points from
Chapter 6
196(3)
7 Mitigating Transformation Risk and Avoiding Common Mistakes
199(16)
Being Successful and Avoiding Failure
199(3)
Don't Waste the First Six to Nine Months
202(2)
Managing the Breadth and Depth of the Change
204(4)
Leadership, Management, Support Staff, and Medical Staff Engagement
208(2)
Inability to Operate Two Systems
210(1)
Common Errors to Organizational Change Efforts
211(3)
Summary: Key Points from
Chapter 7
214(1)
8 Closing Thoughts
215(4)
Glossary of Lean Terms 219(8)
Index 227
Ronald Bercaw is the president of Breakthrough Horizons, LTD, a management consulting company specializing in world-class improvement through the application of the Toyota Production System, more commonly known as "Lean." With over twenty years of experience in operations, his Lean management experience was gained through multiple enterprise transformations in different industries including custom packaging, power reliability electronic assembly, and test and measurement products.

Educated at Purdue University, Bercaw learned the details and disciplined applications of Lean principles, habits, and tools from both the Shingijutsu Sensei and their first generation disciples. Working in both shop floor and above-the-shop-floor areas, He has vigorously strived to remove waste from businesses through the involvement and ideas of the people doing the work.

Bercaw has consulting experience in the healthcare sector (U.S. and Canadian health systems including primary care, acute care, and community applications of both clinical and back shop improvement), the commercial sector (administrations, manufacturing, distribution, supply chain, and engineering), and the public sector (U.S. Army, U.S. Navy, U.S. Air Force including Maintenance, Repair, and Overhaul (MRO) assignments, Pentagon, and Surgeon General Assignments). He is also the author of Taking Improvement from the Assembly Line to Healthcare: The Application of Lean within the Healthcare Industry, published by CRC Press (2012), which won the Shingo Research & Professional Publication Award.

The November 2011 release of his book, Taking Improvement from the Assembly Line to Healthcare, detailed the application of the Toyota Production System within the healthcare industry. The book has been awarded a Shingo Research Award and has been recognized for advancing improvement knowledge.

Bercaw resides in Chardon, Ohio, with his wife, Tami, his five children, two horses, a dog, and a cat.