I posted a blog earlier this year on this topic and have decided to post another because Lean is already starting to lose its cachet - particularly in Healthcare - and partly because it has become a vehicle for large consulting fees for little return (and certainly no where near enough knowledge transfer to make the Lean improvements sustainable).
In earlier posts on this thread I have identified the nine key reasons why Lean programmes fail and we are already starting to see that Healthcare experiences are mirroring Manufacturing experiences and that many trusts are moving away from discussing 'Lean' as they realise that it can turn off many in Healthcare who perceive it as a 'Manufacturing Fad' and have also heard the horror stories of those Healthcare organisations who have got it wrong (and sometimes badly got it wrong).
I have always believed that the key to success in the implementation of improvements is not about 'Lean', 'Six Sigma' or 'Agile' but about:
1. A robust structure
2. A focus on knowledge transfer and sustainability
3. Building internal relationships
4. Managing risks as well as managing improvements
5. Doing what is the best for the people and the process and not just what the 'Lean Purists' want
What do you think?
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2 comments:
Mark,
I agree. My formula for success is similar yet simpler...The level to which an organization can implement any change is directly related to how well they develop their people. I believe that is what you are saying in your keys 2, 3, & 5. Furthermore, I believe this relates to an organizations understanding of purpose. The purpose of many organizations is often stated in simple terms to "make money", or to "satisfy the customer". This seems too easy to me. I believe that organizations that are successful in implementing lean understand the relationship of their business purpose and the development of the people in their organization.
When applied properly, Lean techniques can dramatically improve healthcare services for doctors,nurses,administrators,consultants and patients. Jeffrey Clothier, chief of staff at Arkansas Veterans Hospital outlined how to reduce patient waiting time remove nonessential processing time and free up our hospitals go to www.leanhealthcareservices.com/blog.html
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