Posts Tagged Shingo Prize for Excellence in Manufacturing
In addition to sharing some of the continuous improvement activities that have been taking place at the Clinic, we’ve gathered an all-star line-up of Keynote speakers and other healthcare organizations who are leading the way in transforming healthcare through continuous improvement activities.
John Shook, Chairman and CEO of Lean Enterprise Institute.
Lean practitioners will recognize John’s name. Shook learned about lean management while working for Toyota for nearly 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and subsequently to other operations around the world.
As co-author of Learning to See John helped introduce the world to value-stream mapping. John also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. In his latest book Managing to Learn, he describes the A3 management process at the heart of lean management and leadership.
On a personal note, I had the great pleasure of having John as the instructor for my Value Stream Mapping training course over 10 years ago, while working at Ford. What a treat it was to learn from the “guy who wrote the book”. His personal insights on his experience while working for Toyota are an inspiration to anyone in the Continuous Improvement community.
Dr. Patricia Gabow, recently retired CEO of Denver Health. Professor of Medicine, University of Colorado School of Medicine
Dr. Gabow will share her perspective on the role of Leadership in a lean transformation. I had the pleasure of meeting Dr. Gabow nearly two years ago when Denver Health earned the Shingo Prize Bronze Medallion for Operational Excellence for their Community Health Services division. Spending time with Dr. Gabow and her leadership team left a lasting impression. Under Dr. Gabow’s leadership and despite strong financial pressures on Denver Health, an inner-city safety net hospital, the Denver Health team improved access, improved quality, raised employee engagement, while lowering costs and remaining financially viable. Her positive attitude is contagious and she will share some of her lessons learned.
Alice Lee, Vice President, Business Transformation at Beth Isreal Deaconess Medical Center, Boston.
Alice will share her journey in transforming Beth Isreal Deaconess. Not satisfied with the great progress made to date, Alice has worked tirelessly to keep moving forward. I first saw Alice speak at the Shingo Prize Annual Conference in 2009 about the initial successes her team had accomplished in reducing wait times and improving patient flow. I met her several years later through our involvement with the Healthcare Value Network’s assessment team. She is an engaging speaker who has a driving desire to continuously improve.
Darryl Greene, Executive Director, Continuous Improvement, Cleveland Clinic
Dr. Lisa Yerian, Medical Director, Continuous Improvement, Cleveland Clinic
To close out the morning’s keynote addresses, Darryl Greene and Dr. Lisa Yerian will present Cleveland Clinic’s continuous improvement journey to date and our future destination. After six years of successfully introducing and sheparding continuous improvement, Darryl and Dr. Yerian have positioned Cleveland Clinic to move beyond what we call the establishment of our base camp, to accelerating our journey to excellence. Darryl’s thoughtful, deliberate approach to improvement has been infused with Dr. Yerian’s enthusiastic and never-ending desire to learn to create a dynamic leadership duo that will continue to cement Cleveland Clinic’s role as an international leader in healthcare.
And that’s just the first 4 hours!
After lunch, the gathering will be treated to a Leadership Panel discussion with John Shook, Dr. Gabow, Alice Lee and Dr. Yerian about IHI’s Triple Aim Initiative. The panel discussion will be hosted by Greg Surtman, Director, Business Development, Corporate College.
The afternoon will feature 15 breakout sessions to provide participants an opportunity to hear and learn directly from practitioners.
In addition to 10 presentations from Cleveland Clinic personnel, the program will include presentations from:
Shingo Bronze Medallion recipient – Denver Health; Baldrige Award recipient – Henry Ford Health System; Healthcare Value Network member organizations, Christie Clinic (Champaign, IL) , Parkview Health (Fort Wayne, IN), and Akron Children’s Hospital.
Day 2 of the event will provide an opportunity for participants to choose 3 of 6 Gemba visits to sites on the Cleveland Clinic main campus. Participants will have the opportunity to see U.S. News and World Report‘s leading Heart Center for the past 18 consecutive years; our Pathology and Laboratory Medicine’s new building that used lean principles in its design; our state-of-the-art Supply Distribution Center; our Emergency department that has effectively implemented a split-flow process to improve patient flow; our nursing floors where we have implemented a process to improve patient responsiveness and finally; have the opportunity to participate in a condensed version of the Cleveland Clinic Experience – a 3.5 hour enterprise alignment activity that over 42,000 Cleveland Clinic caregivers around the world have participated in.
It should be a great day and a half. We’re looking forward to seeing you!
Stephen R. Covey‘s “7 Habits of Highly Effective People“, first published over 20 years ago continues to influence many people and help us all become more effective. In 2010, Covey formed a partnership with the Shingo Prize for Operational Excellence strengthening the awareness of successful principles-based organizations
“I have great respect and interest in what The Shingo Prize has been doing and in the transformational work underway at the Huntsman School of Business,” Covey said. “Companies that have implemented principles taught by The Shingo Prize have made dramatic and measurable progress in achieving operational excellence.”
Of the 7 habits mentioned in the book, perhaps the one that resonates most with me is number 5 – “Seek first to understand, then to be understood.” To a lean thinker, this habit forms the basis for following the principles of “Lead with Humility” and “Respect for every Individual”. This is not a sign of weakness or lack of knowledge.
To “Lead with Humility” means we must admit that we don’t know it all. My father told me long ago, “the more you learn, the more you’ll find out you don’t know.”
Did you ever go from feeling like a genius one moment, to feeling like you just don’t get it in the next moment? When talking with a group of like-minded thinkers, the discussion just seems to flow and everyone is nodding their heads in agreement – sometimes jumping in to finish each other’s thoughts.
Leaving this familiar place and go into areas where our subject matter knowledge isn’t as developed can sometimes feel over-whelming. Change always comes with an anxious dilemma. How do I share what I know without coming across as a know-it-all, yet still influence the direction of a group when they are struggling to find their way? Welcome to the world of continuous improvement.
As lean practitioners know, the hardest part of our job is to balance our desire to just do it, versus our desire to teach others how to do it. We are sought out for our expertise, yet it is the lean leaders job to leverage the expertise of the people currently doing the job. To be able to lead people to where they need to be by asking questions, rather than providing answers is one of the most satisfying aspects of the change management process.
Transitioning from manufacturing to healthcare has been a great learning experience for me. There has been a lot of observing, listening, asking questions and where appropriate some talking. I’ve had the opportunity to lead some great teams that have yielded very good results. I’ve also been disappointed when I’ve transitioned off of projects and the team’s old behaviors resurface and the initial gains slowly start to evaporate. This is usually because not enough work took place upfront to understand the culture of the team. The work required to change the culture of a group by leading them out of their comfort zone to one of continuous improvement is always harder than changing a work process itself.
As I continue to seek to understand the field of healthcare and lend my expertise to making things better, there is a constant balancing act. A thought shared by fellow bloggers, Matt Wyre and Tim McMahon . At times it is exhilarating, others times, totally frustrating. In times of frustration, I often turn to this poem that I first came across in one of my MBA text books on organizational development.
He is quick, thinking in clear images;
I am slow, thinking in broken images.
He becomes dull, trusting to his clear images;
I become sharp, mistrusting my broken images.
Trusting his images, he assumes their relevance;
Mistrusting my images, I question their relevance.
Assuming their relevance, he assumes the fact;
Questioning their relevance, I question the fact.
When the fact fails him, he questions his senses;
When the fact fails me, I approve my senses.
He continues quick and dull in his clear images;
I continue slow and clear in my broken images.
He, in a new confusion of his understanding;
I, in a new understanding of my confusion.
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