One of the most widely heard terms in healthcare circles today is ‘outcomes.’ This is both good and bad. It is certainly positive that outcomes appear to act as a rallying flag for improvement efforts. A potential downside exists, however, depending on how things are done once an outcome is deemed important enough for management to allocate improvement resources to it.
Process improvement approaches, such as Lean Six Sigma, have no shortage of powerful tools to apply in trying to assess a situation and then implementing change. How, then, to pick those that may have the most bang for the buck for someone relatively new to the field or on their first PI project? Continue reading
This post wraps up the series on A3 development, started earlier this year.
In the previous posts, I covered key A3 concepts, layout, sequence of steps involved in definition and analysis, implementation and follow-up, basic notation, and tips on what to do as well as what to avoid.
I also illustrated diagrammatically how customers, developers, and their mentors can best interact as an A3 gradually and collaboratively takes shape.
I hope this has given you a useful grounding in the topic of A3 design, and served to point out the benefits this powerful thinking aid and communication tool can bring to process redesign and problem solving.