Comments for DailyKaizen

Comment on Learning How to “Spread” Standard Work by Bryan

Bryan — Thu, 20 Nov 2008 16:03:08 +0000

Probably a sound approach to take. We are adding structure to this approach through the use of Job Instruction, via the TWI Service program.

I share your sentiment, it is mind-boggling to try and “standardize” rigid methods across large organizations. But we can spread the standard work thinking methods by teaching one person at a time.

Each individual can work at the standardization problems in their natural team environment. In this way, they will see for themselves that if their are eight people in the group, there are probably eight methods.

They can then focus on the CFM related measures of quality, cost, value, delivery, safety etc., and standardize the processes needed to meet, exceed and improve those goals.

The Job Instruction method just gives people a common language to analyze and standardize their shared work.

Comment on Jumping Back in (call me Desi Porter) by Ted Eytan

Ted Eytan — Thu, 20 Nov 2008 13:36:45 +0000

Thanks, Lee. I miss hearing from other organizations that are engaged in this journey, too. Is there a list/registry somewhere of health care entitities involved in this transformation? Keep up the great work yourself, everyone,

Ted

Comment on Jumping Back in (call me Desi Porter) by Lee

Lee — Thu, 20 Nov 2008 04:40:42 +0000

Hi Ted,

Its great to hear back from you. I think the blog readers have missed hearing from you. You are doing exciting work and look forward to continuing to follow the story.

Take care,

Lee

Comment on Changing How We Measure by leantyro

leantyro — Wed, 12 Nov 2008 11:30:25 +0000

I understand the article - and I can relate. Employees will behave by how you measure them. The right metrics will drive the right behavior.

Mixed messages will indeed be what such employees get if they are asked to behave differently while having the same measure of performance (metrics).

It is as if you tell your workers to produce only good (quality) products - and yet your major metric is efficiency (output) - and thus you push them to produce more output, at the expense of quality.

Comment on Take your boss to the Gemba with you by A Guide to Bringing Your Boss to the Gemba | DailyKaizen

A Guide to Bringing Your Boss to the Gemba | DailyKaizen — Tue, 28 Oct 2008 12:45:32 +0000

[...] I do, this means shadowing a patient visit. I remember when I brought my boss to the gemba (see : Take your boss to the Gemba with you ) that I provided some guidelines to make things as appealing as possible. I felt I needed to do [...]

Comment on Learning How to “Spread” Standard Work by Kristianne

Kristianne — Mon, 27 Oct 2008 22:27:07 +0000

What you’re suggesting makes sense to me, Lee. If each clinic/facility standardized their key processes to consistent targets, we’d be much improved from the current state. Particularly if we’re all following the same steps to standardize (from CFM), so there is a common language and consistency in the documentation of the standard processes. This would set clearer expectations for all involved, provide a stronger foundation for managers and staff to evaluate performance (both team and process performance), and improve onboarding/orienting for new/visiting/floating employees.

If we had key processes standardized and documented in a consistent way, the organization’s ability to look at what should be standardized across the enterprise would be easier…still daunting, of course, but maybe even manageable…just imagine…

I love your idea of high performing team’s “mentoring” lower performing teams. I wonder if that could be a future step of Gallup follow up. Something like, if you’re team’s average is below a certain value, seek out the manager of a higher performing team to learn from. It could create all kinds of creative actions in impact plans that focus on sharing and learning internally.

Comment on It All About the People by Tweedie.us » Blog Archive » Business Philosphy

Tweedie.us » Blog Archive » Business Philosphy — Tue, 21 Oct 2008 00:37:11 +0000

[...] of people. Therefore management needs to reflect that reality. -Lee Fried discusses these ideas in It is All About the People:We may organize and teach around the process, but it is the people that we really need to change if [...]

Comment on The Power of the Heijunka by Leslie

Leslie — Wed, 15 Oct 2008 15:44:25 +0000

I am conducting a kaizen event at a manufacturing job shop plant where bottlenecks are occuring in the machining shop. I had the idea of implementing a heijunka box process with the ultimate result being FIFO lanes which would eliminate the waste of waiting and scheduling delays. My company loved the idea and they want me to create a cost benefit analysis for the savings. The only problem is that I’m unsure on how to begain the implementation process on paper let alone in the facility.

Comment on What Do I Do? by Lajos Hajdu

Lajos Hajdu — Thu, 09 Oct 2008 10:00:13 +0000

I like Mike Lombards formulation about building muscle, trimming fat. Will use o photo of the Swedish swimmer Therese Alshammar (see the link) to shake up the audience.

Lean is just continuous rationalisation of the production. Simplification, improvements on a participatory way.

Cheers: Lajos

Comment on What Needs to Stop by Linda Stone

Linda Stone — Tue, 07 Oct 2008 20:52:56 +0000

This is the first entry that I’ve read - it’s great and spot on! We have much work to do - there is real value in planning work; but getting things done and executing to the plan is the key.
This should be a great lean journey rich with debate and results.