But, better yet is a system where we get employees thinking to come up with solutions or countermeasures to test. Responding is better than ignoring staff concerns. Great, I hope you're also coaching the unit leaders to not just respond (which sometimes means “give answers” and “implement solutions”). The staff are very engaged and understand what is needed. All of this works well until the next phase in which front line staff are coached to identify inefficiencies and develop metrics. I coach the leaders of the units to listen and respond efficiently to the staff needs. Great, I'd call that “ Kaizen” - a very important part of this complete, nutritious management system. In our approach, “quick wins” are discussed and implemented. What's the situation at your health system? She led the push and the drive for Lean Daily Management, along with other executives. Yes, they had Lean facilitators and outsiders they would readily call “sensei.” But Kim didn't delegate her responsibility. I also did a podcast with her, by the way. If you look at the example of Kim Barnas and ThedaCare's hospitals, look what she led there, as documented in her book Beyond Heroes. I don't think I've ever seen a “Lean facilitator” go “implement” a “management system.” I think a facilitator can, at best, teach, coach and…. Podcast #260 – Brad White, on Lean Daily Management for Healthcare You might want to check out the podcast I did with him about his book: I saw some of Brad's early work in San Antonio when I lived there. I am following the model outlined in Brad White's book where the departments begin huddling and sharing information. OK then, I am currently implementing a LEAN Lean Daily Management system within the hospital. I'm sorry that you're the only facilitator. Hi, nice to meet you… you don't have to put LEAN in all caps, as it's not an acronym, but let's get to the more significant issues. The question came in via email… I'm going to chop it up and make a bit more of a dialogue than it was in our exchange. They're often not being set up to succeed, unless perhaps that lone wolf is joined at the hip with the CEO (and I rarely hear this happening). The organization is putting the lone wolf in a bad position. Hear Mark read this post ( subscribe to the podcast): A health system hires or designates one person to be “the Lean change agent.” It doesn't matter how amazing and/or experienced this individual is… I'd very skeptical about the organization's Lean journey. Today's reader question comes from somebody who has been put in the position of what I call “the lone wolf” in a health system.
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