Wentworth
Institute of Technology
Leading the Lean Healthcare Journey : Driving Culture Change to Increase Value, Second Edition.
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| Main Author: | |
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| Other Authors: | , , |
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Milton :
CRC Press,
2016.
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| Edition: | 2nd ed. |
| Subjects: | |
| Online Access: |
Full text (WIT users only) |
Table of Contents:
- Cover; Half Title; Title; Copyright; Dedication; Table of Contents; Preface to the First Edition; Preface to the Second Edition; Acknowledgments; About the Authors; Contributors; 1 Introduction; 2 The Continuous Performance Improvement (CPI) Journey: A Long and Winding Road; Epilogue; 3 Creating High-Powered Healthcare Improvement Engines; Brutally Honest Leadership; Imagining a Different Approach to Defects and Waste; Beginning to Build the Engine; It's Not about the Tools and Methods; It Takes a Leadership Mind-Set; The Management System Provides the Dance Steps; How to Get Started.
- Epilogue4 Leadership and Culture Change: What We Need Most We Can't Buy; Changing a Culture; Critical Success Factors for Cultural Transformation; Executive and Faculty Leadership; Community Physician Participation; Patient and Family Participation; Staff and Faculty Engagement; Board Support; Financial Investment; Infrastructure Support; Values; Revealing the Simple Rules; Stealing Shamelessly; Methods for Cultural Transformation; Learning from Toyota: The Philosophy of Continuous Improvement; Learning from the Gallup Organization: Engagement Matters.
- Learning from the Studer Group: Hardwiring MattersTools for Cultural Transformation; Participating in CPI Activities and Experiencing Results; Learning Strategies; Human Resource Systems; Leadership in a Continuous Performance Improvement Culture; Leadership Presence; Knowledge; Leadership Participation; Tenacity; Patience; Implications for Leadership Development; Conclusion; Notes; Epilogue; 5 Strategy Deployment and Daily Management: Implementing a Lean Management System at Nemours; Implementing a Lean Management System to Sustain Gains; Reading the Writing on the Wall.
- Beginning Our JourneyMonitoring Gains with Daily Management; Visual Controls; Daily Accountability; Leadership Discipline; Leader Standard Work; Addressing Barriers to Daily Management; Reaping the Rewards of Daily Management; Strategy Deployment: Cascading Enterprise Goals and Soliciting Feedback; Looking to the Future: What Still Remains to Be Done?; 6 Leadership and Lean Transformation at Seattle Cancer Care Alliance: If We Knew Then What We Know Now; Introduction; The Case for Change; Bias for Action: Misapplications and Mishaps; Time for Reflection: Mixing Mind-Set with Methods.
- Master Plan: An Unconventional Strategy EmergesNobody Said It Was Easy: Hard-Fought Lessons of Breakthrough Change; Perseverance Understood: Failure Is Part of the Equation; Spinning Many Plates in the Air: We Can Do It All; Storytelling: A Deeper Connection than Data; Delays, Distractions, and Dilemmas; Becoming the Leader the Organization Requires; Conclusion: The Journey Continues; 7 Transforming Doctors into Change Agents; Case Study 1; Case Study 2; Note; Epilogue; 8 Clinician Engagement: Continuous Performance Improvement (CPI) Applied in a Not-So-Touchy-Feely Environment.