The next year, construction on the tower began and almost immediately there were problems. By the time the builders finished the second floor inthe tower was beginning to lean. This may have been a lucky break, as modern analysis says that the tower definitely would have toppled had construction continued without time for the soil to settle.
Author Archive H ealth care reform, insurance changes, more insured patients, never events, changing reimbursements, accountable care organizations, medical home—what does it all mean?
How do we react? How do we keep up with all the changes? The questions are many, and the Why lean are few, so what do we do? The listed above is just a glimpse of the changing environment of health care. Much of it is coming from legislation over which we have little control.
The easy thing to do would be to play the victim, but the results may be undesirable—cost woes, access reduction, financial loss.
The smart thing may be to approach the changes head on. A reasonable objective is for organizations to address what they can control and get better every day. Most health care stakeholders know that the lean philosophy, tools, and techniques originated from the Toyota Production System, which is in the business of making cars, not treating patients.
But the concepts and techniques can navigate to any type of business, including health care, as the examples from ThedaCare, Virginia Mason, and others have shown. What does this have to do with health care reform? If an organization can improve from the inside by reducing waste and improving efficiency, capacity to see more patients, and quality, it will be in a better position to absorb the reforms and continue to do business.
As quality improves, never events are reduced. As efficiency improves, the ability to see more patients improves. As resources are more efficiently used, costs can be kept under control. Bringing the lean philosophy to an organization takes time. All stakeholders must understand why something is done, what services the organization provides, and how they can best deliver those services.
Training in the tools and techniques of lean are necessary. Patients are happier and more satisfied. Providers are freed from mundane and wasteful tasks and can spend more time with their patients. The bottom line of the financial statements can also be improved substantially.
The tools of lean are easy to learn. The methodology is not rocket science—or more appropriately for health care, brain surgery.As of Sunday afternoon, The Washington Post called them "occupiers." The New York Times opted for "armed activists" and "militia men." And the Associated Press put the situation this way: "A.
Jan 04, · The lean start-up movement has plenty of lessons for large enterprises, and any large company worth its salt is already looking close at what it can learn.
A new book tells more. Feb 05, · Jeffry Liker and Mike Rother have an interesting article entitled Why Lean Programs Fail. By “lean”, they mean the way of manufacturing developed by Toyota and others, and described in the.
5 Whys is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem.
The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?".
Each answer forms the basis of the next question.
The "5" in the name derives from an anecdotal observation on the number of iterations needed. Joining the Lean Enterprise Institute's online Lean Community is quick, secure, and valuable. You get: Use of the Connection Center for networking or benchmarking with fellow Lean Thinkers.
Lean management is a better way to deal with low economic growth, which we may face for some time to come. Process improvement pays for things that an organization needs or what it must do for its stakeholders.