Lean daily management for healthcare: A strategic guide to implementing lean for hospital leaders

224 Pages·2016·2.42 MB·English

by  White

Lean Daily Management for
Healthcare
A Strategic Guide to Implementing Lean for Hospital
Leaders
Lean Daily Management for Healthcare
A Strategic Guide to Implementing Lean for Hospital
Leaders
Brad White
CRC Press Taylor & Francis Group
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Boca Raton, FL 33487-2742
© 2016 by Brad White
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Version Date: 20160414
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Library of Congress Cataloging-in-Publication Data Names: White, Brad (Bradley Steven), 1980- ,
author.
Title: Lean daily management for healthcare : a strategic guide to implementing lean for hospital leaders
/ Brad White.
Description: Boca Raton, FL : CRC Press, 2016.
Identifiers: LCCN 2015050131 | ISBN 9781498758987 (pbk.) Subjects: | MESH: Health Facility
Administration--methods | Health Services Administration | Efficiency, Organizational | Total Quality
Management Classification: LCC RA971 | NLM WX 155 | DDC 362.1068--dc23
LC record available at http://lccn.loc.gov/2015050131
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To nurses everywhere. The future of healthcare is, and always has been,
in your hands. As such, the future is bright.
Contents
Preface
Acknowledgments
Author
Introduction
SECTION I PREPARATION
1 Impact of Quality
2 The Role of Leadership
3 Connecting with the Customer
4 Finding the Right Guide
SECTION II IMPLEMENTATION
5 Engaging the Front Line
6 Developing Management
7 Establishing Direction
8 Cascading Strategy
SECTION III PRODUCTION
9 Discharge Process
10 Emergency Department
11 Operating Rooms
12 Outpatient Clinics
13 Quality
14 Patient Satisfaction
15 Conclusion
Glossary
Index
Preface
Building a thriving Lean program that delivers results, improves the
culture, and sustains its gains is no easy feat. There are a plethora of
consultants selling tools and workshops that promise much, yet deliver
little. Lean tools are paraded as the answer, yet each is taught as a stand-
alone solution rather than an integrated approach to fundamentally
improving how care is delivered.
The goal of this book is to cut through the clutter and noise that have
been generated by Lean, Six Sigma, and other process improvement gurus.
You do not need more tools, more programs, or more workshops to
improve your hospital. What you need is a simple, consistent approach to
manage problem-solving.
This approach is Lean Daily Management. With consistent rounding, a
few whiteboards, pen-and-paper data, and a focused effort on working the
plan–do–study–act cycle, you can build a common problem-solving bench
strength throughout your organization. Once this is done, your people will
be ready to use the more complex tools, workshops, and kaizen events
because the larger framework on which all future improvements can be
hung will have been built.
It is a management system that breaks down barriers among the
frontline staff, directors, and the administrator team and empowers the
frontline staff to take the lead on problem-solving by providing the
training and tools with which they can identify and solve their own
problems.
The mechanics of Lean Daily Management focus on the problem-solving
boards. Here, metrics are tracked, data are gathered, root-cause analysis is
performed, and reports are given on daily morning rounds. These morning
rounds enable the administrative team to engage in problem-solving with
frontline staff in their individual departments and then return to the
administration board to recap a realistic vision of the current status of the
hospital.