In an earlier post, I discussed how companies — and specifically healthcare organizations — who want to fix a dysfunctional process often end up trying their hand at something that does not quite yield the hoped for results. This is because, again and again, people fail to take a broad enough perspective of customer service, do not really understand the connection between shared responsibility and pay-for-performance, and generally approach a problem from a variety of well-meaning but too narrow viewpoints.
In a previous post, I described how problems in the management of surgical inventory at a large, multi-site hospital were addressed. In this post, I will try to make explicit the connection between some of the activities carried out on that project and Lean thinking.
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 →