1st Edition

Lean Leadership for Healthcare
Approaches to Lean Transformation




ISBN 9781466515543
Published April 23, 2013 by Productivity Press
254 Pages 51 B/W Illustrations

USD $56.95

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Book Description

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.

Table of Contents

Lean at a Glance
What Is Lean Healthcare?
Value-Added
Non Value-Added
First Theme of Lean Improvement: Continuous Improvement
Second Theme of Lean Improvement: Respect for All People
Seven Wastes
     Overproduction
     Waiting
     Overprocessing
     Inventory
     Motion
     Defects
     Transportation
Two Additional Wastes
     Unused Human Capital
     Waste of Organizational Design
Principles of Improvement
     Flow
     Pull
     Defect-Free
     Visual Management
     Kaizen
Lean Healthcare Defined
Summary: Key Points from Chapter 1

Creating and Deploying a Lean Strategy
Creating a Culture of Improvement
Seven-Phase Policy Deployment Process
     Step 1: Establish the Organizational Vision
     Step 2: Develop Three- to Five-Year Breakthrough Objectives
          True North Measures
     Step 3: Develop the Annual Breakthrough Objectives and Improvement Priorities
         Identify Top-Level Improvement Priorities
          Selecting the Top-Level Improvement Priorities
     Step 4: Deploy the Improvement Priorities
     Step 5: Implement the Improvement Priorities
          Use a Value Stream Approach to Improvement
          Lean Tools
          Kaizen
     Step 6: Monthly Review
     Step 7: Annual Review
Enablers of Hoshin Kanri
World-Class Targets for Improvement
Summary: Key Points from Chapter 2

Leading Change—The Transformation Roadmap—Phase 1:"Get Ready"
Beginning the Journey
Phase I: Preparing to Transform (Get Ready)—Building the Infrastructure
     Selecting Your Change Agent
     Get Informed
     Get Help
     Establish a Steering Committee
     Train Your Internal Experts
     Develop and Deploy a Communication Campaign
Summary: Key Points from Chapter 3

The Transformation Roadmap—Phase 2—The Acceleration Phase (Improve, Sustain, and Spread)
Delivering on Preparation Efforts
     Step 1: Ensure You Have Selected the Right Value Streams on Which to Focus
     Step 2: Establish Value Stream Governance and Set Up Your Value Stream Performance System
     Step 3: Utilize A-3 Thinking to Realize Improvement
     Step 4: Sustain the Improvements and Manage Visually
          5S: A Beginning Place for Visual Management of Process
          Using Visual Management for Process Control
          Using Visual Management for Improving Results: Managing for Daily Improvement
          Control Systems for Visual Management
          Peer Task Audits (Kamishibai)
     Step 5: Capture the Savings
     Step 6: Support Your Change with Ongoing Training and Coaching
     Lean Coaching
     Step 7: Spread Lean Thinking across the Organization
     Replication of Artifacts, Products, Solutions, and Process
     Adding Additional Value Streams
Summary: Key Points from Chapter 4

The Transformation Road Map—Phase 3: Make Organizational Improvement the "New" Culture
Changing to the New Organizational Structure
Lean Capacity Building
Lean Information Technology
Lean Finance
Lean Human Resources
Lean Supply Chain
Lean Project Management, Lean Construction, and Lean New Service Introduction
Lean Leadership Processes
Medical Leadership Processes
Taking Lean beyond Your Four Walls
Summary: Key Points from Chapter 5

Leadership Behaviors and Actions for Success
Leading by Example
Participate
Learn the Tools
     Rotate Teaching of the Core Lean Tools
     Book of the Month Club
     Become a Lean Facilitator
Walk the Value Streams
Commit the Resources to Be Successful
     Facilitation
          Team Resources
          Middle Management Expectations
          Supplies
          External Resources
Hold People Accountable
Address Antibodies
Redeployment versus Unemployment
Monitor and Demand Results
Believe
Summary: Key Points from Chapter 6

Mitigating Transformation Risk and Avoiding Common Mistakes
Being Successful and Avoiding Failure
Don’t Waste the First Six to Nine Months
Managing the Breadth and Depth of the Change
Leadership, Management, Support Staff, and Medical Staff Engagement
     Inability to Operate Two Systems
Common Errors to Organizational Change Efforts
Summary: Key Points from Chapter 7

Closing Thoughts


Glossary of Lean Terms

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Author(s)

Biography

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.

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Author - Ron  Bercaw
Author

Ron Bercaw

President and Sensei, Breakthrough Horizons Ltd
Chardon, OH, 44024

Learn more about Ron Bercaw »