Produktbild: Lean Leadership for Healthcare

Lean Leadership for Healthcare Approaches to Lean Transformation

Fr. 79.90

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

23.04.2013

Verlag

Taylor & Francis

Seitenzahl

254

Maße (L/B/H)

22.9/15.2/1.4 cm

Gewicht

374 g

Sprache

Englisch

ISBN

978-1-4665-1554-3

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

23.04.2013

Verlag

Taylor & Francis

Seitenzahl

254

Maße (L/B/H)

22.9/15.2/1.4 cm

Gewicht

374 g

Sprache

Englisch

ISBN

978-1-4665-1554-3

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Lean Leadership for Healthcare
  • Lean at a GlanceWhat Is Lean Healthcare?Value-AddedNon Value-AddedFirst Theme of Lean Improvement: Continuous ImprovementSecond Theme of Lean Improvement: Respect for All PeopleSeven Wastes Overproduction Waiting Overprocessing Inventory Motion Defects TransportationTwo Additional Wastes Unused Human Capital Waste of Organizational DesignPrinciples of Improvement Flow Pull Defect-Free Visual Management KaizenLean Healthcare DefinedSummary: Key Points from Chapter 1Creating and Deploying a Lean StrategyCreating a Culture of ImprovementSeven-Phase Policy Deployment Process Step 1: Establish the Organizational Vision Step 2: Develop Three- to Five-Year Breakthrough Objectives True North Measures Step 3: Develop the Annual Breakthrough Objectives and Improvement PrioritiesIdentify Top-Level Improvement Priorities Selecting the Top-Level Improvement Priorities Step 4: Deploy the Improvement Priorities Step 5: Implement the Improvement Priorities Use a Value Stream Approach to Improvement Lean Tools Kaizen Step 6: Monthly Review Step 7: Annual ReviewEnablers of Hoshin KanriWorld-Class Targets for ImprovementSummary: Key Points from Chapter 2Leading Change—The Transformation Roadmap—Phase 1:"Get Ready"Beginning the JourneyPhase I: Preparing to Transform (Get Ready)—Building the Infrastructure Selecting Your Change Agent Get Informed Get Help Establish a Steering Committee Train Your Internal Experts Develop and Deploy a Communication CampaignSummary: Key Points from Chapter 3The Transformation Roadmap—Phase 2—The Acceleration Phase (Improve, Sustain, and Spread)Delivering on Preparation Efforts Step 1: Ensure You Have Selected the Right Value Streams on Which to Focus Step 2: Establish Value Stream Governance and Set Up Your Value Stream Performance System Step 3: Utilize A-3 Thinking to Realize Improvement Step 4: Sustain the Improvements and Manage Visually 5S: A Beginning Place for Visual Management of Process Using Visual Management for Process Control Using Visual Management for Improving Results: Managing for Daily Improvement Control Systems for Visual Management Peer Task Audits (Kamishibai) Step 5: Capture the Savings Step 6: Support Your Change with Ongoing Training and Coaching Lean Coaching Step 7: Spread Lean Thinking across the Organization Replication of Artifacts, Products, Solutions, and Process Adding Additional Value StreamsSummary: Key Points from Chapter 4The Transformation Road Map—Phase 3: Make Organizational Improvement the "New" CultureChanging to the New Organizational StructureLean Capacity BuildingLean Information TechnologyLean FinanceLean Human ResourcesLean Supply ChainLean Project Management, Lean Construction, and Lean New Service IntroductionLean Leadership ProcessesMedical Leadership ProcessesTaking Lean beyond Your Four WallsSummary: Key Points from Chapter 5Leadership Behaviors and Actions for SuccessLeading by ExampleParticipateLearn the Tools Rotate Teaching of the Core Lean Tools Book of the Month Club Become a Lean FacilitatorWalk the Value StreamsCommit the Resources to Be Successful Facilitation Team Resources Middle Management Expectations Supplies External ResourcesHold People AccountableAddress AntibodiesRedeployment versus UnemploymentMonitor and Demand ResultsBelieveSummary: Key Points from Chapter 6Mitigating Transformation Risk and Avoiding Common MistakesBeing Successful and Avoiding FailureDon’t Waste the First Six to Nine MonthsManaging the Breadth and Depth of the ChangeLeadership, Management, Support Staff, and Medical Staff Engagement Inability to Operate Two SystemsCommon Errors to Organizational Change EffortsSummary: Key Points from Chapter 7Closing ThoughtsGlossary of Lean Terms