Lean Healthcare Event with Masaaki Imai – 2 Weeks to Go!

gemba kaizen 2nd edition photo.jpg
Join us on Wednesday June 13, 2012 in Indianapolis, Indiana to learn how kaizen is being applied to improve safety, improve quality and reduce cost at the St. Francis – Franciscan Hospital system.
This event will feature three speakers.
Joe Swartz image.jpgJoseph Swartz, the Director of Business Transformation for Franciscan St. Francis Health of Indianapolis will speak about the kaizen journey at St. Francis Health. He has been leading continuous improvement efforts for 18 years and is the co-author of Healthcare Kaizen with Mark Graban. This book features the kaizen story of the St. Francis Health system.
Mike Wroblewski image.jpgMike Wroblewski, Director of Kaizen Institute USA, will speak on the topic of “Hospital Design with 3P”. Mike has over 25 years of manufacturing management experience, serving in roles such as Lean Sensei, Manager of Quality and Continuous Improvement and Director of Operations.
Masaaki Imai image.jpgMasaaki Imai is the founder of Kaizen Institute and author of bestselling books Kaizen and Gemba Kaizen. He is responsible for bringing kaizen to the consciousness of the West nearly three decades ago. He will share his stories and insights on kaizen. He will be available for networking and book signing for the new Gemba Kaizen 2nd edition.
Wednesday June 13, 2012
8:30AM – 12:30PM (registration opens at 8:00AM)
Franciscan St. Francis Health, Indianapolis, Indiana

Cost: $249 per person, includes a copy of Gemba Kaizen, 2nd edition

Please visit the Imai tour USA 2012 page for full details.

1 Comment

  1. Jardel

    July 15, 2012 - 9:07 pm

    Hi Evan,Thanks for the comment. Yes, the work is hard. But, how else can we craete a robust, well-wired system? My suggestion for attack is the old pilot first approach. In other words, we need to mentor folks and learn together on one aspect of the value stream (often a single process) develop the leader standard work and the necessary visual controls, standard work, etc. and related leader standard work. Then, after we get that going, go to the next pulse point and do the same. Eventually, our leader standard work, and underlying system, will be built-out.As for the documentation, I suggest first developing a master leader standard work (where we don’t worry about who will be doing the audit) template that reflects physical location of the audit (where do I have to go), what specifically I will check, the condition that I am trying to verify (hopefully with the assistance of a visual control), and if I find an abnormal condition a field for describing the abnormal condition as well as my countermeasure. Once we’re satisfied with the master (after several test and adjust iterations), we can then craete leader specific templates it’s different based upon audit frequency and sometimes scope, depending upon the role and level within the organization. There is a generic example of a template in chapter 7 of the Kaizen Event Fieldbook. Shoot me an email if you want to discuss in further detail.Daily completed leader standard work should be posted (visually), so it can be audited by the leader’s leader relative to timeliness, completeness, abnormalities identified, rigor/sufficiency of countermeasures, trends, etc. It should be feedstock for mentoring activities between leader and subordinate.Best regards,Mark