- Häftad (Paperback / softback)
- Antal sidor
- Productivity Press
- Pryor, MD Robert W.
- 0; 143 Illustrations, black and white
- 254 x 184 x 25 mm
- Antal komponenter
- 66:B&W 7 x 10 in or 254 x 178 mm Perfect Bound on White w/Gloss Lam
- 734 g
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The Power of Ideas to Transform Healthcare
Engaging Staff by Building Daily Lean Management Systems
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Stories from My Sensei
In the tradition of Taoist philosophers and Zen masters, Steve Hoeft tells the stories he learned from his Toyota Production System (TPS) master teachers. Sometimes enigmatic, sometimes funny, but always powerful and enlightening, these stories of...
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The joint wisdom and experience of Hoeft/Pryor makes this book both fun to read and a great resource for organization leaders and internal consultants tasked with improving processes. While the fit for healthcare is obvious, the practices they have so succinctly described will benefit any workplace. -Cindy Jimmerson, Author and Founder of Lean Healthcare West Lean healthcare has become a buzzword and as such often gets mired in the bureaucracy of ineffective programs. Steve and Bob give us deep insight into the philosophy and thinking essential to making Lean healthcare a way of putting innovative ideas to work to achieve breakthrough performance for patients, team members, and the institution. -Jeffrey K. Liker, Ph.D., Shingo Prize-Winning Author of The Toyota Way This book is built upon rock-solid foundations, bringing the daily Lean management system to life through their stories and examples. Hoeft and Pryor colorfully demonstrate how staff ideas and a broader Lean management system greatly benefit patients, staff, physicians, and the health system. Lean is not just a set of tools or a series of projects, and this book is full of inspiration and practical advice for everybody who needs to participate actively in a Lean transformation, starting with the CEO and other senior leaders. This is a must-read. -Mark Graban, Shingo Prize-Winning Author of Lean Hospitals and Co-Author of Healthcare Kaizen ... The Scott & White system, at the time this book was written, counted 2,000 implemented ideas for improvement from employees per week from their 16,000 employees, this in an environment that included recent budget and staff cuts. That number is unheard of in my experience outside of a few high volume, low variety automotive manufacturers, mainly Toyota and some of its suppliers. That level of employee engagement is for me the sine qua non of a successful Lean implementation supported by a robust Lean management system. ... Steve Hoeft is a teacher and coach with firsthand experience in Toyota's thinking and approach. Pryor knew the direction he wanted to go: sustained high levels of employee engagement in improving S&W's performance. Together, they developed an approach to move in that direction. Either would tell you they're far from done. But the distance they've traversed and the progress they've made stands as a significant achievement, chronicled in the pages that follow ... This book documents the path the authors created at Scott & White ... It's a systematic approach, and it's working.... It entails taking leaders through a process wherein they persuade themselves of the value of sharing, with front-line staffers, their managerial discretion to define problems worth working on. When that happens, it holds the promise to improve the entire organization's performance in ways others will find difficult to duplicate. The goal is worthy, the journey is worth making. -David Mann, Ph.D., Shingo Prize-Winning Author of Creating a Lean Culture, Third Edition The Power of Ideas to Transform Healthcare is an invaluable tool for any organization seeking to align their objectives from the system level to the front line-and that should be all organizations. In it, Hoeft and Pryor describe a practical approach to developing a culture of continuous improvement by engaging employees in problem-solving and developing a management system to support it at all levels. -Chris Van Gorder, FACHE, President and Chief Executive Officer, Scripps Health The pursuit of Lean thinking is not a top down process, it is a way of allowing everyone to do what is best for the patient in the most effective and efficient manner. Bob and Steve's book gives great insight on how this is done in healthcare. -C. Courtland Huber, Ph.D., Past Director of the Executive M.B.A. Program at the McCombs School of Business, University of Texas at Austin
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Introduction What Can Lean Do for My Organization? Bob's Background Steve's Background Why Lean? Why Now? The Healthcare Desert Oasis Healthcare Challenges Nationwide New Challengers: Non-Traditional Healthcare Providers A Process for Dealing with Change S&W's Particular Challenges S&W's Growth Era S&W's Financial Model S&W's Secret to Low Costs-Integrated Health Delivery How S&W's "Secret Sauce" Helps Improve Population Health Rapid Growth and Pride Confusing Leaders-Management Systems and Gurus Everywhere Systems Thinking: Big and Small Lots of Operating Systems: Which One? A System that Ties Together Other Good Micro-Systems Bob's Bold Statement Toyota Changed the Value Equation (aka Only One Way to Thrive) The Promise What Percentage of Your Creative Brainpower? Countering the Two Biggest Excuses Philosophy Toyota's Philosophy Patient Centered The Improvement Philosophy for Healthcare Bob Finds His People-Based Lean Philosophy Go, No-Go #1: CEO-Driven Go, No-Go #2: No Layoff Policy It's All About People The Goal: Building a Culture of Continuous Improvement Investing in People Philosophy-Inclusiveness The Toyota House The Toyota Way Principles Toyota's Patience-San Antonio All Staff Need to Develop "Eyes for Waste" (Downtime) Lead Time and Value Added Time The Customer Determines Value Types of Work Scientific Method Lean Thinking Penetrates Every Part of the Organization: Baldrige Framework Tensions are Natural in Every Transformation Standardize vs. Improve: Defending Standardized Work (Forced) Standard Improvements vs. Team-Based Improvements Detailed Standard Work or General Do It This One Best Way vs. Figure Out Best for You (Rigid vs. Flexible) SMART vs. Stretch Goals Problem Solver vs. Problem Finder No Layoff Policy vs. Layoffs in the Face of Volume Imbalance or Major Cost Pressure Not Big Enough vs. Too Big How S&W Did It-Applying TPS to Healthcare Step 1. Lean Training and Tools Orientation and Two Hats Continuous Improvement Training Common Core Training and Applications for All Staff Advanced Development Tracks for Select Staff Lean Steering Council Sausage Diagram and Project Identification-System-Wide Value Stream Mapping Project Prioritization and Selection Matrix Maintaining the Matrix: How Detailed? Step 2. Major Lean Projects: Self-Sufficiency Plan Leader Roles Self-Sufficiency Philosophy Many, Many Projects Setup Checklists Tracking Return-on-Investment (ROI) Lean Project Example-Chemo Infusion (VSM Workshop) Re-Casting a VSM Vision Spreading Ideas from One Area to Another Why Doing Lean Projects Only Will Not Work Step 3. Align all Staff through Hoshin Kanri All 13,000? Catchball and Contribution to the Leaders' Goals- Different for Everyone S&W's Hoshin Forms Linking Human Resource-Led Backward-Looking Annual Reviews with Forward-Looking Hoshin Strategy Advanced Practice Professionals (APPs) S&W Strategy Development Population Health Step 4. Daily Lean: Lean Management System-Building (LMS) Unleashing Ideas-the Iceberg "Ultimate Arrogance" Three Parts of Lean Management System (LMS) Part 1: Leader Standard Work Part 2: Visual Controls What Do You Put on a Huddle Board? Workers Need Input or In-Process Measures to do Experiments Must-Haves Could-Haves/Should-Haves Close-Up of a Hand-Tracked Measure Close-up of All Three Sections of Huddle Board Part 3: Daily Accountable Process Huddles Gemba Walks More Gemba Walks, More Time Daily Experiments LMS Examples Nursing-Labor and Delivery (L&D) Temple Memorial-Overall Patient Satisfaction Effort Using Hu