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Executive Guide to Healthcare Kaizen
Leadership for a Continuously Learning and Improving Organization
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Hospitals and health systems are facing many challenges, including shrinking reimbursements and the need to improve patient safety and quality. A growing number of healthcare organizations are turning to the Lean management system as an alternative to traditional cost cutting and layoffs. "Kaizen," which is translated from Japanese as "good change" or "change for the better," is a core pillar of the Lean strategy for today's best healthcare organizations. Kaizen is a powerful approach for creating a continuously learning and continuously improving organizations. A Kaizen culture leads to everyday actions that improve patient care and create better workplaces, while improving the organization's long-term bottom line. The Executive Guide to Healthcare Kaizen is the perfect introduction to executives and leaders who want to create and support this culture of continuous improvement. The Executive Guide to Healthcare Kaizen is an introduction to kaizen principles and an overview of the leadership behaviors and mindsets required to create a kaizen culture or a culture of continuous improvement.
The book is specifically written for busy C-level executives, vice presidents, directors, and managers who need to understand the power of this methodology. The Executive Guide to Healthcare Kaizen shares real and practical examples and stories from leading healthcare organizations, including Franciscan St. Francis Health System, located in Indiana. Franciscan St. Francis' employees and physicians have implemented and documented 4,000 Kaizen improvements each of the last three years, resulting in millions of dollars in hard savings and softer benefits for patients and staff. Chapters cover topics such as the need for Kaizen, different types of Kaizen (including Rapid Improvement Events and daily Kaizen), creating a Kaizen culture, practical methods for facilitating Kaizen improvements, the role of senior leaders and other leaders in Kaizen, and creating an organization-wide Kaizen program. The book contains a new introduction by Gary Kaplan, MD, CEO of Virginia Mason Medical Center in Seattle, Washington, which was named "Hospital of the Decade" in 2012.
The Executive Guide to Healthcare Kaizen is a companion book to the larger book Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements (2012). Healthcare Kaizen is a longer, more complete "how to" guide that includes over 200 full color images, including over 100 real kaizen examples from various health systems around the world. Healthcare Kaizen was named a recipient of the prestigious Shingo Professional Publication and Research Award. Check out what the experts at the Franciscan St. Francis Health System have to say about Healthcare Kaizen. http://www.youtube.com/watch?v=XcGmP5gLEPo&feature=c4-overview&list=UU7jiTxn4nkMzOE5eTbf0Upw


The Need for Kaizen Quick Take Kaizen = Change for the Better Kaizen = Meaningful Improvements Healthcare's Opportunity for Improvement The IOM's Recommendations for Continuous Learning Dr. Berwick's Early Call for Kaizen in Healthcare The Impact of Kaizen at Franciscan St. Francis It Is Not Always about Cost The Business Case for Kaizen Lower Staff Turnover Costs Cost Reductions and Hard Savings Higher Revenue and Patient Throughput Cost Avoidance and Soft Savings Improved Quality and Patient Safety Improvements Have Interwoven Results What Executives Need to Do Creating a Management Operating System Tying Kaizen to Strategy Connecting Kaizen to the Mission Conclusion Discussion Questions Endnotes What Is Kaizen? Quick Take Bubbles for Babies Kaizen = Continuous Improvement Kaizen Is Not Just Change, It Is Improvement Kaizen Starts with Small Changes A Small Kaizen with Great Meaning Kaizen Involves the People Who Do the Work Kaizen, PDSA, and the Scientific Method for Improvement We Often Succeed as the Result of Failing More "Failure" Should Result in Learning Changing Back Can Be Better for Babies Kaizen Is Not a Suggestion System-It Is an Improvement System Common Dysfunctions of Suggestion Systems Suggestion Boxes Are Rarely or Never Opened Suggestion Box Systems Are Slow, with Poor Feedback Too Many Suggestions Are Rejected or Ignored Suggestion Systems Put the Burden on Managers Winner Takes All Demoralizes the Rest Suggestion Bonuses Cause More Trouble than They Are Worth Kaizen and Lean Kaizen: One of the Two Pillars of The Toyota Way and Lean Respect for People = No Layoffs Due to Kaizen Kaizen and Respect Are Intertwined Kaizen Closes Gaps between Staff and Leaders Kaizen Values Creativity before Capital Kaizen Helps Avoid Expensive Mistakes Kaizen Reignites Our Inherent Creativity People Are the Ultimate Competitive Advantage Conclusion Discussion Questions Endnotes Types of Kaizen Quick Take The Continuous Improvement of a Lifesaving Innovation Kaizen Means Continuous Improvement or Just Projects? Three Levels of Kaizen Large Projects Mid-Sized Projects Smaller, Daily Improvements Complementary Nature of the Levels of Kaizen Three Types of Kaizen at Children's Medical Center Dallas Events Are Powerful, but Not Enough Basic Structure and Format of an Improvement Event Additional Challenges with Weeklong Events Combining Different Types of Kaizen Virginia Mason Medical Center ThedaCare Avera McKennan Kaizen Leads to Innovation at Franciscan Conclusion Discussion Questions Endnotes Creating a Kaizen Culture Quick Take Everyone Is Part of the Change Culture The Real Goal-Cultural Transformation Kaizen Grows Skills and Abilities Barriers to Kaizen Resistance to Change Lack of Time-We're Too Busy What a Kaizen Culture Feels Like Everyone Is Engaged Drivers of Engagement Everyone Is Relentlessly Searching for Opportunities to Improve Patients and Families Are Happy Staff and Physicians Are Engaged The Workspace Is Clean, Orderly, and Safe Everyone Works Together Everything Gets Questioned Small Successes Lead to Bigger Successes Imai's Three Stages of a Kaizen Culture Conclusion Discussion Questions Endnotes Daily Kaizen Methods Quick Take Fresh Eyes Can See Waste That Hid before Your Eyes The 5 Steps of Kaizen Step 1: Find Start Small Step 2: Discuss Say "Yes" Coaches for Coaches Step 3: Implement Seven Days Grace Step 4: Document Quantifying Benefits When Possible Step 5: Share Sharing Kaizens: Kaizen Reports and the Kaizen Wall of Fame Visual Idea Boards: Making the Entire Kaizen Visible Idea Cards Electronic Kaizen Systems: Making Kaizen More Broadly Visible Advantages of an Electronic Online Database Quick Entry and Categorization Automatic Routing and Electronic Communication Quick Search and Retrieval Electronic Kaizen within Intermountain Healthcare Electronic Kaizen at Vanderbilt Conclusion Discussion Questions Endnotes The Role of Senior Leaders in Kaizen Quick Take The Reluctant CEO Key Actions for Leaders at All Levels Key Action 1: Believe in the Power of Kaizen Key Action 2: Participate in Kaizen Key Action 3: Just Ask Ask, Don't Tell Key Action 4: Use Kaizen to Develop People Key Action 5: Ensure Staff Members Are Recognized and Rewarded Key Action 6: Share and Spread Ideas Key Action 7: Sell the Benefits The Specific Role of Senior Leaders Leadership and Kaizen Participation Starts at the Top Going to the Gemba Key Actions for Senior Leaders Key Action 1: Communicate Expectations, Prioritize, and Set Direction Key Action 2: Ensure Adequate Resources Are Available Key Action 3: Sponsor a Recognition and Incentives Program Key Action 4: Share Notable Kaizens Key Action 5: Thank People Personally Conclusion Discussion Questions Endnotes The Role of Other Leaders in Kaizen Quick Take From Cop to Coach Kaizen Requires Leaders at All Levels Role of Middle-Level Managers Paula's Baby Steps Lead the Way The "Great Big Pile of Problems" Key Actions for Middle-Level Managers Key Action 1: Be the Departmental Owner and Develop Co-Owners or Coordinators Key Action 2: Use Departmental Meetings Key Action 3: Encourage Staff to Participate by Asking for Their Ideas Key Action 4: Create a Departmental Recognition System Key Action 5: Put a Tracking System in Place, if One Does Not Exist Key Action 6: Tie to Performance Evaluations Role of First-Level Managers Key Actions for First-Level Managers Key Action 1: Coach Key Action 2: Empower Staff-Do Not Do the Kaizen for Them Key Action 3: Use Rounding to Coach Key Action 4: Help Set Expectations Key Action 5: Review and Approve Kaizen Reports Key Action 6: Help Document Benefits Key Action 7: Make Kaizen Fun Key Action 8: Recognize and Reward Key Action 9: Share and Spread Ideas Key Action 10: Be a Cheerleader Leaders Drive Kaizen Success Conclusion Discussion Questions Endnotes Organization-Wide Kaizen Programs Quick Take From Helplessness to Empowerment From One Department to the Whole Organization Getting Started Starting Small and Spreading Kaizen When Will You See Results? Tying Kaizen to the Organization's Strategy The Kaizen Promotion Office Staffing the KPO Activities of the Kaizen Promotion Office Activity 1: Facilitates the Practice of Kaizen Activity 2: Reports Kaizen Metrics Activity 3: Coordinates Rewards and Recognition Activity 4: Facilitates Kaizen Sharing across the Organization Activity 5: Develops Kaizen Standardized Work Activity 6: Develops and Delivers Staff Education Activity 7: Facilitates the Documentation and Tracking of Kaizens Sustaining a Kaizen Program: Incentives and Rewards Pros and Cons of Financial Incentives Conclusion Discussion Questions Endnotes Conclusion Small Methods Lead to a Meaningful Impact Tools and Philosophies Building the Culture A Minute to Learn, a Lifetime to Master Building upon Franciscan's Success Your Next Steps Building a Kaizen Community Endnotes


ISBN-13: 9781466586437
Publisher: Taylor & Francis (CRC Press Inc)
Publication date: August, 2013
Pages: 152