Lean Daily Management For Healthcare Field Book

This book gives healthcare leaders a practical guide to implementing the 4 key components of lean daily management system - 1. LDM boards; 2. Leadership rounds 3. Leader daily disciplines and 4. Lean projects. Although lean is not new to healthcare, effective LDM is just now taking hold with the best lean healthcare organizations in the U.S. and Canada. Leaders are realizing that sustaining their lean projects over time has proven to be a challenge without first addressing the organizations management system/model. LDM gives leaders a straightforward approach to do just that as well as improve their ability to spread and deploy lean to other areas of the organization and tie back to strategy.

You likely don’t need any more tools, programs, or workshops to improve your hospital. What you need is a simple and consistent approach to manage problem-solving. Filling this need, this book presents a Lean management system that can help break down barriers between staff, directors, and administration and empower front-line staff to resolve their own problems. Lean Daily Management for Healthcare: A Strategic Guide to Implementing Lean for Hospital Leaders provides practical, step-by-step guidance on how to roll out Lean daily management in a hospital setting. Ideal for leaders that may feel lost in the transition process, the book supplies a roadmap to help you identify where your hospital currently is in its Lean process, where it’s headed, and how your role will change as you evolve into a Lean leader. Illustrating the entire process of implementing Lean daily management, the book breaks down the cultural progression of units into discreet, objectively measurable phases. It identifies what leaders at all levels of the organization must do to progress units into the next phase of development. Complete with case studies from different service areas in the hospital, the book explains how to link problem-solving boards together to achieve meaningful and measurable improvements in: the emergency department, the operating room, discharge times, clinics, quality, and patient satisfaction. After reading this book you will understand how consistent rounding, a few whiteboards, pen-and-paper data, and a focused effort on working the Plan-Do-Study-Act cycle can help you build a common problem-solving bench strength throughout your organization—establishing the framework upon which future improvement can be built.

Lean Culture Change is a hands on field book with real-world Lean healthcare examples that can be adapted to any industry. The book defines the first steps to transformation using a daily management system adapted from the Toyota Georgetown, General Motors, and beyond by Rodger Lewis, one of Toyota's first leaders hired in North America.

Many companies conduct Lean training and projects, but few have tapped the wealth of ideas in the minds of their staff like Baylor Scott and White Health. This book documents the path Steve Hoeft and Robert Pryor created at Baylor Scott and White Health and shares what worked as well as what didn t illustrating over seven years of successes and fai

The best healthcare organizations have developed effective approaches to develop compelling strategic visions and strategies based on long-term thinking and continue to apply Lean principles across their organizations to create a culture of continuous improvement. Establishing effective strategies and Toyota style Hoshin Kanri enables healthcare organizations to align everyone in the organizations and creates a unique competitive advantage. This book follows a regional hospital's journey through the creation of long-term strategic goals and Toyota Style strategy deployment.

Lean Culture Change is a practical, hands-on field book with real-world Lean healthcare examples that can be adapted and applied to any industry. As a go-to source for leaders coaching a systematic, long-term approach to continuous improvement, Lean Culture Change explains the first steps of how to change an organization using techniques of the Toyota Production System, focusing on culture. This summary of Lean Culture Change pulls the highlights from each tool of a daily management system's first stages. Tools include: The Daily Huddle; Problem Solving One; Balanced Scoreboards & Scorecards; Annual Planning & Master Plans; Workplace Organization (5S); Safety Systems; and The Improvement System.

Due to the current paradigm shift from traditional teaching to a mixed model with the inclusion of e-learning strategies, reforms in clinical education models are necessary and must carefully consider the socio-professional changes needed to support such efforts. Further study of the implementation of clinical and virtual reality education simulators in education, the irreplaceable role of teaching in the design of advanced roles for health professionals, and the role of education in the continuing professional development are all necessary for the future of successful allied health professional education. The Handbook of Research on Improving Allied Health Professions Education: Advancing Clinical Training and Interdisciplinary Translational Research discusses a range of important topics related to medical and health professions education and clarifies purposes, processes, and future priorities in introducing changes in the educational system. Covering topics such as new technologies and patient safety, this major reference work is ideal for researchers, practitioners, academicians, industry professionals, instructors, and students.

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 l