The Healthcare industry has been embracing Lean and Six Sigma methodologies over the past few years. This presentation will decribe the role of a Green Belt within this industry and the challenges they face.
e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand.
Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies.
e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com
e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535
e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.
The Healthcare industry has been embracing Lean and Six Sigma methodologies over the past few years. This presentation will decribe the role of a Green Belt within this industry and the challenges they face.
e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand.
Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies.
e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com
e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535
e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.
Med Surge Op-Ex Pilot - Group50 ConsultingJim Gitney
OPeX Pilot Project: Med Surge Access
This presentation outlines a project that utilized lean techniques to significantly reduce admission and discharge times, collect patient data and put the right patient to the right bed.
by Kate Hobson of Salisbury District Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Bringing Lean to Life" provides a basic introduction and overview of Lean; the culture, principles and tools to understand, tackle and resolve issues within healthcare. It is not intended as a complete guide to implementing Lean as a management system. (May 2010).
Application of Lean thinking to laboratory service improvement; 5S; seven wastes, working in cells, process mapping, single piece flow, reducing turnaround time
How to Achieve Superior Performance Improvement by Integrating Constraints Ma...commonsenseLT
Dr. Bahadir Inozu, CEO, NOVACES, LLC (USA) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Focusing on everything is synonymous with not focusing on anything.
- Flow concept in public sector.
- Complementary features of Integration of best practices.
- Purpose, focus and application guidelines of Constraints Management, Lean and Six Sigma.
- Reaching operational excellence: systematic tools that turn any organisation into Best-In-Class one.
More information - http://pse.lt
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
Lean Six Sigma applications in healthcare require an understanding of how the tools and methodologies translate to the people-intensive processes of patient care. Once applied, the possibilities are endless. Using real-world examples of the most common types of errors in clinical services, participants will learn how the DMAIC structure within Lean Six Sigma will lead them to solutions that will prevent future errors.
A huddle is a brief meeting held each shift/day to enable teams to be informed, review work, make plans, and move ahead rapidly with the daily work. Conducted standing up, preferably around the data dashboard/patient board, the whole team meet for just 10 minutes to make plans for the day and ‘quick fire’ ideas to trouble shoot any potential issues.
James Dias, CEO, and Lucas Dailey, Senior User Experience Designer, will present a workshop, “Designing connected care solutions at the intersection of medicine and finance” on Saturday, September 6th from 2:20-3:50 PM PDT.
The workshop will explore how the business of performance-based healthcare requires a balance between giving patients the best possible quality outcomes and doing it in a cost effective manner. This emphasis on value-driven medicine is producing the opportunity for new technology solutions that address both care and costs. Designing effective solutions for “Connected Care” requires an interdisciplinary approach that brings together the disparate fields of healthcare economics, patient engagement, and digital technology.
Med Surge Op-Ex Pilot - Group50 ConsultingJim Gitney
OPeX Pilot Project: Med Surge Access
This presentation outlines a project that utilized lean techniques to significantly reduce admission and discharge times, collect patient data and put the right patient to the right bed.
by Kate Hobson of Salisbury District Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Bringing Lean to Life" provides a basic introduction and overview of Lean; the culture, principles and tools to understand, tackle and resolve issues within healthcare. It is not intended as a complete guide to implementing Lean as a management system. (May 2010).
Application of Lean thinking to laboratory service improvement; 5S; seven wastes, working in cells, process mapping, single piece flow, reducing turnaround time
How to Achieve Superior Performance Improvement by Integrating Constraints Ma...commonsenseLT
Dr. Bahadir Inozu, CEO, NOVACES, LLC (USA) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Focusing on everything is synonymous with not focusing on anything.
- Flow concept in public sector.
- Complementary features of Integration of best practices.
- Purpose, focus and application guidelines of Constraints Management, Lean and Six Sigma.
- Reaching operational excellence: systematic tools that turn any organisation into Best-In-Class one.
More information - http://pse.lt
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
Lean Six Sigma applications in healthcare require an understanding of how the tools and methodologies translate to the people-intensive processes of patient care. Once applied, the possibilities are endless. Using real-world examples of the most common types of errors in clinical services, participants will learn how the DMAIC structure within Lean Six Sigma will lead them to solutions that will prevent future errors.
A huddle is a brief meeting held each shift/day to enable teams to be informed, review work, make plans, and move ahead rapidly with the daily work. Conducted standing up, preferably around the data dashboard/patient board, the whole team meet for just 10 minutes to make plans for the day and ‘quick fire’ ideas to trouble shoot any potential issues.
James Dias, CEO, and Lucas Dailey, Senior User Experience Designer, will present a workshop, “Designing connected care solutions at the intersection of medicine and finance” on Saturday, September 6th from 2:20-3:50 PM PDT.
The workshop will explore how the business of performance-based healthcare requires a balance between giving patients the best possible quality outcomes and doing it in a cost effective manner. This emphasis on value-driven medicine is producing the opportunity for new technology solutions that address both care and costs. Designing effective solutions for “Connected Care” requires an interdisciplinary approach that brings together the disparate fields of healthcare economics, patient engagement, and digital technology.
Interim leadership as a career path webinarMichael Lieb
Are you considering Interim work as a Career Path? If so, HealthTechS3 would like to talk to you. Join our pool of professional Interim Leaders at
http://www.healthtechs3.com/careers/
The Leadership Pipeline: Cultivating Your Organization’s High Potential Emplo...Modern Healthcare
The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
If you want to learn more about how and why Saskatchewan is using Lean in health care, join us for this introductory session. During the Quality Summit, you will hear about various Lean tools, concepts and principles, and this session will serve as a quick primer for you, covering some “lean essentials” to enhance your Summit experience!
Applications of Lean Leadership Methods in Home-Based CareValue Capture
Presented by Cooper Linton
Associate Vice President, Duke HomeCare & Hospice
Hosted by Mark Graban of Value Capture
Learning Objectives
In this webinar, you will learn practical lessons that can be applied to any setting, not just home care:
The fundamentals that guided the Lean journey at Duke HomeCare & Hospice
Why committing to zero harm is such an important fundamental belief
Why it's crucial for the organization to capture good catches, close calls, and near misses
How safety huddles and tiered huddles provide a structured format
Why "A3 thinking" must become the organizational culture
Challenges to implementing Lean in home-based care
Cooper Linton
Associate Vice President, Duke HomeCare & Hospice
Cooper Linton has worked in the healthcare industry for over 20 years with a passionate focus on home and community-based care. His professional background includes strategic planning, healthcare operations, certificate of need, marketing, business development, and healthcare construction. He currently serves as the associate vice president for Duke HomeCare, Duke Hospice, and Duke Home Infusion. Cooper also co-hosts a podcast, Edge of Aging, around healthcare and aging issues. He has a passion around healthcare access for the medically underserved as well as a desire to enhance access to services for caregivers.
Mr. Linton holds a Masters in Healthcare Administration and a Masters in Business Administration from the University of Alabama at Birmingham where he also completed his Graduate Certificate in Gerontology. Cooper believes that his greatest “real world” education came through his role as a caregiver while he shared the care-journey of his parents. When not working, Cooper is happily busy as a husband, father, and an avid outdoorsman.
Modern Healthcare's Best Places to Work in Healthcare Conference and Awards C...Modern Healthcare
Modern Healthcare hosted the Best Places to Work in Healthcare Conference and Awards Celebration Thursday, October 23, 2014 at the Fairmont Chicago Millennium Park.
About the Conference:
During this event attendees gained valuable insights from top healthcare leaders and innovators on best practices and strategies that make their organization a Best Place to Work. Click here to view the full conference program:
http://www.modernhealthcare.com/assets/PDF/Final-Program-Best-Places-Conference-10.23.14.pdf
An introduction to Lean within veterinary practice presented to Joint Venture Partners of the Vets4Pets group. Apologies for formatting errors during file conversion.
Modern Healthcare 2014 Strategic Marketing Conference SlidesModern Healthcare
Thank you for joining us at the inaugural Strategic Marketing Conference, which took place Sept. 23 and 24 in Chicago. We hope you enjoyed the education, engaging in discussions and extending your professional networks.
Click here to view the program guide and agenda from the Strategic Marketing Conference:
http://www.modernhealthcare.com/assets/pdf/CH96416919.PDF
About the Conference:
Modern Healthcare's Strategic Marketing Conference is a two day educational conference that was held September 23 and 24, 2014 at the Hyatt Regency Chicago.
This year’s conference presented thought leaders in healthcare marketing who helped to guide healthcare marketers, focusing on consumer-driven, reform-led and economically necessary challenges. Modern Healthcare's Strategic Marketing Conference is an opportunity for healthcare marketing executives on the provider and supplier side to interact and collaborate on best practices. Throughout two days, the conference provides a unique opportunity for healthcare marketing executives and agencies representing providers, insurers, suppliers and advocacy groups to interact and collaborate on best practices.
Our Favorite Mistakes: Creating a Culture of Learning from MistakesMark Graban
Presented by Mark Graban for the Lean Leadership Week event hosted by Lean Frontiers.
We all make mistakes, even the most successful people we know. Are people successful because they avoid mistakes or because they make sure to learn from them? Mark Graban thinks it’s the latter based on podcast conversations he’s had with corporate CEOs, athletes, entrepreneurs, and entertainers – and former Toyota employees.
Are we willing to admit mistakes to ourselves, yet alone our colleagues, employees, or leaders? Do our organizations create a culture where it’s safe to talk about mistakes, as a first step toward preventing future mistakes? Can we shift from blaming and shaming to building a culture of continuous improvement?
In this talk, you will learn and hear stories about:
• Why it’s important to admit mistakes
• How to reflect on mistakes without being too hard on ourselves (or others)
• How to prevent repeating mistakes
• What key leader behaviors create a culture where it’s safe for people to admit mistakes
Mark Graban is an independent consultant, professional speaker, and entrepreneur. He is also a senior advisor for the technology company KaiNexus and advises healthcare clients through the firm Value Capture.
He is the author of Measures of Success: React Less, Lead Better, Improve More. Mark’s previous books include the Shingo-Award winning Lean Hospitals and Healthcare Kaizen. He was creator and editor of the anthology Practicing Lean.
Mark hosts many podcasts including “Lean Blog Interviews,” “Habitual Excellence, Presented by Value Capture” and “My Favorite Mistake.”
Mark has a B.S. in Industrial Engineering from Northwestern University, along with an M.S. in Mechanical Engineering and an M.B.A. from the Massachusetts Institute of Technology.
Today’s Effective Leader: Shifting From Cop to Coach and CounselorMark Graban
A webinar presented by Mark Graban for the Iowa Lean Consortium
This webinar, facilitated by Mark Graban, will provide practical approaches for changing the way you lead.
How often do we hear phrases like "If only people would just do what they're told," or "They're being resistant to change"? High quality organizations realize that "resistance to change" actually should be the beginning of a conversation about change, not the end.
This webinar will feature Mark Graban, an internationally recognized consultant, explaining how organizations can shift from a culture of compliance to a culture of continuous improvement – and in the process, get on the path to better quality and higher levels of performance.
Using real-life examples, Mark will share practical approaches for changing the way you lead to engage everyone in ongoing and sustainable continuous improvement. Mark also will introduce innovation mindsets and tactics from a surprising place – clinical counseling and addiction therapy – and share proven methods that have helped Toyota and other companies realize that "resistance to change" is a normal part of the change process.
The Steps You Need to Take to Get Your Business Ready to Reopen (Proactive Ma...Mark Graban
As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations.
By the end of this webinar, you will:
- Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence.
- Learn why it’s important to see problems, solve problems, and share problems in your organization.
- Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis.
Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
Getting from Data to Analysis and Insight in the Covid-19 Pandemic (Final)Mark Graban
Presented by Mark Graban and Christopher R. Chapman.
The aim of this webinar is to expose attendees to the “Process Behavior Chart” methodology, using data and examples related to the current pandemic. Mark will provide a quick introduction to the method, using a few charts from healthcare organizations. Chris will share a deeper dive using data from the province of Ontario related to testing and cases over time.
Learning objectives:
* Learn how Process Behavior Charts are more helpful than rolling averages and two-data-point comparisons
* Understand how to determine if performance is getting better or getting worse? Or is it just fluctuating around a stable average?
* Know how to better understand cause-and-effect when a system is changed
* Forecast how the system will behave and under what conditions
Mark Graban is President of Constancy, Inc. and is author of the book "Measures of Success: React Less, Lead Better, Improve More."
Christopher R. Chapman is Owner and Chief Agile/Lean Coach, Derailleur Consulting, Inc., based in Toronto.
Busting Myths About Just in Time: The Implications for Healthcare Supply ChainsMark Graban
During the Covid-19 crisis, some have blamed “just in time” or “Lean” for the current (and tragic) shortages of life-saving items like masks and ventilators. JIT has been vilified after nearly every major natural disaster that has disrupted supply chains. Is this fair?
In this webinar, Mark Graban, a Shingo award-winning author, will dispel some common myths about just in time and Lean management. He will share a broader context of JIT and Lean, along with practical suggestions that can help organizations in various industries.
How Authors Can Stress Less Over Their MetricsMark Graban
This is a webinar presented by Mark Graban, author of the book "Measures of Success: React Less, Lead Better, Improve More."
The webinar was hosted by Cathy Fyock, "The Business Book Strategist." https://www.cathyfyock.com/
Cathy coached me through the book writing process and I am grateful to her and her community of authors.
She invited me to give this presentation for her group of authors... so I tried to tailor a talk that focuses on authors, their metrics, and how to best manage them in a way that reduces stress and overreaction.
YouTube recording:
https://www.youtube.com/watch?v=5kRaxGiKOAY
Improve Your Lean Management System With a Simple ChartMark Graban
Many organizations have discovered the benefits of Lean management system practices, ranging from Strategy Deployment in the boardroom (and on down the organization) and Lean Daily Management practices at the front lines (and on up).
In our zeal to reduce waste in the actual work, how often are we introducing additional waste through our management practices? Too often, in the varied experience of our webinar presenter, Mark Graban. Reacting to every up and down in a metric or demanding a root cause explanation for every below average data point (or any data point that doesn’t hit a target) might be consuming time that would be better spent actually improving the system that generates your results.
In this webinar, you’ll learn practical tips and methods for being more effective in your Lean improvement efforts, including:
• Why two data points are not a trend (except for the few cases when they are)
• Why Run Charts or, better yet, “Process Behavior Charts” are far more helpful than red/green color-coded tables of numbers, a.k.a. “Bowling Charts”
• How to create a Process Behavior Chart for a metric
• How to use a Process Behavior Chart over time to separate “signal” from “noise,” which shows you when to react and look for a root cause for that last data point – and when to step back and improve more systematically
Mark will share lessons from his new book, Measures of Success: React Less, Lead Better, Improve More. Less
Measures of Success: React Less, Lead Better, Improve MoreMark Graban
In this webinar, Mark Graban shares key insights from his new book that will help you be more effective with your Lean management system. He will share the practical methods and mindsets of “Process Behavior Charts” that apply at the boardroom strategy deployment level and for frontline unit huddle boards. Every metric shows variation over time, but if we react to every change in every metric, then nothing is a priority. This approach can help us waste less time, which means we can improve more effectively and sustainably.
In this webinar, participants will:
Know the three questions people should ask about their metrics and the system that leads to those results
Learn how to interpret their metrics with “Process Behavior Charts”
Determine when to react to a change in a metric, based on three simple rules for determining that we have found a “signal” in the noise
Understand how Process Behavior Charts are more effective than “Bowling Charts” or “red/green” analysis
Respect for People and Continuous Improvement for HealthcareMark Graban
Presented by Mark Graban to a healthcare conference gathering in Turkey in April 2018. Mark Graban is the author of the book "Lean Hospitals" and co-author of "Healthcare Kaizen," the books that are essentially source material for this talk.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
9. Value is Defined by the Customer (Patient)
• Not just “safe treatment”
• Health
• Longevity
• Quality of Life
10. The Best Patient Experience is a Safe One
Dr. Eric Dickson
CEO of UMass Memorial Health Care
“First, don't kill me if I
come to your hospital.
Second don't hurt me.”
12. “Lean” ala The Machine That Changed the World
“Lean production… uses less of
everything compared with mass production
—
half the human effort in the factory, half
the manufacturing space, half the
investment in tools, half the engineering
hours to develop a new product in half the
time. Also, it requires keeping far less than
half the needed inventory on site, results in
many fewer defects, and produces a greater
and ever growing variety of products.”
13. “Lean” ala The Machine That Changed the World
• Half the errors
• Half the infections
• Half the patient harm
• Half the waiting time
• Half the length of stay
• Half the head count (or more likely,
half the employee turnover)
• Half the cost
• Half the space
• Half the complaints from patients and
physicians
14. Aim for Perfection – The Ideal State
“Lean producers, on the other hand,
set their sights explicitly on
perfection: continually declining
costs, zero defects, zero inventories,
and endless product variety. |
Of course, no lean producer has ever
reached this promised land —
and perhaps none ever will…”
15. Aim for Perfection – The Ideal State
• ZERO harm to patients or staff
• ZERO delays
• ZERO angry customers
• ZERO voluntary staff turnover
16. Paul O’Neill (1935 – 2020)
• CEO of Alcoa
• Pittsburgh Regional Health Initiative
• U.S. Treasury Secretary
Goal: ZERO lost work time injuries
“People should not be hurt who
work for Alcoa. It’s not a priority.
It’s a precondition.”
17. “Theoretical Limits” – Paul O’Neill
• Leaders set goals at the theoretical limit of performance
• Leaders eliminate excuses in the organization
21. Lean Hospitals for Patients
• Passionately and meticulously focused on
the patients, families, and guests, aiming
for perfect, harm-free care, while
respecting patients and their time
22. Lean Hospitals for Patients
• The patient comes first in all activities,
decisions, and priorities
• Leadership helps create that expectation
with all stakeholders
• Clinical care
• Excellent service
• Caring environment
• Address physical and emotional needs
Cleveland Clinic
23.
24. What would the Patient Experience in a
Lean Outpatient Surgery Center?
• Everything is communicated properly in advance
• Arrival and parking is hassle free
• Registration without repetition
• Safe, high quality care (“perfect care”)
• Excellence service
• Family / parents get great service while waiting
• Perfect communication on discharge
• Accurate and understandable billing statement
25. Lean Hospitals for Staff
• A Lean hospital recognizes that employees
are the true source of value for patients and
the hospital, rather than being viewed strictly
as a cost to be reduced
• Top leadership makes a consistent
commitment to all employees that Lean
improvements will not lead to layoffs
26. Lean Hospitals for Staff
• Does not overburden employees with more
work than can be done in a high-quality manner,
• Nor does it pressure people to work harder or be
more careful as a means to quality, safety, or
efficiency
• Employees are not sent home every time census
drops, as that is seen as an opportunity for
kaizen
27. Lean Hospitals for Staff
• To be challenged to grow, personally and
professionally, always striving to learn and
improve his or her technical, leadership, and
problem-solving skills
• To feel a sense of pride for contributing to a
high-performance organization, for
understanding his or her role and how his or her
work impacts patients, coworkers, the hospital’s
bottom line, and the community
28. Lean Hospital Mindsets
• Efforts and goals are tightly integrated with hospital
strategy and vision, moving beyond the isolated use
of tools to the engagement of all employees and
leaders in the building of a Lean culture
• Realize that success comes not only from technology
and clinical excellence, but also through employee
engagement and operational excellence
• Has a leadership method and model that is taught to
supervisors and managers and is practiced by all
leaders, used as criteria for selection and advancement
29. Lean Hospital Mindsets (2)
• Creates collaborative relationships for all partners and
stakeholders, including physicians, vendors, and payers
• Patient safety practices and quality data are shared openly
with other hospitals and the community
• Has specific leaders who are responsible for the overall
flow, management, and improvement of key patient care
value streams
• Determines proper staffing levels based on patient
volumes, actual workloads, and the time required to do
work in a safe, high-quality way
• Best attempts are made to match staffing to volume in
different time periods
30. Lean Hospital Mindsets (3)
• Proactively fixes problems and reduces waste, rather than being
strictly reactive
• Employees are encouraged to expose waste and make
improvements to the system, instead of hiding problems and
making things look good
• Breaks down departmental silos to focus on improving care and
preventing delays for patients, allowing employees to feel pride in
their work
• Never satisfied with being better than average, being in a top
percentile, or with winning awards; it always strives to get better
31. Lean Hospital Mindsets (4)
• Designed to minimize waste for patients and for all
who work inside its walls
• It is designed with direct input from staff to support
efficient workflows and value streams, rather than
forcing departments and employees to adjust their work
to the space.
• Has process technology, automation, and information
systems that make work easier or less error-prone
• The hospital does not install automation or new
systems for the sake of having new systems
32. Lean Hospital Mindsets (5)
• A Lean hospital recognizes that there is
waste in every process, focusing on
continuous improvement and root cause
problem solving instead of workarounds
and fire fighting
• Individuals (employees or leaders) are not
blamed for the waste or problems
33. Top leadership makes a consistent
commitment to all employees that Lean
improvements will not lead to layoffs
34. The CEO as Chief Lean Leader
Dr. Eric Dickson
CEO of UMass Memorial Health Care
“It was a tough decision…
extensive conversation…
what is the culture we are
trying to build here?”
35. The CEO as Chief Lean Leader
Dr. Eric Dickson
CEO of UMass Memorial Health Care
“We didn’t know how bad
this was going to be, how
long the recovery was going
to be.”
36. The CEO as Chief Lean Leader
Dr. Eric Dickson
CEO of UMass Memorial Health Care
“We saw revenue drop by 40%
in March and we could have
saved maybe $5 to $10 million
of furloughs and layoffs. At
that point, we said, will it be
worth it if in three or four
months down the line…”
37. The CEO as Chief Lean Leader
Dr. Eric Dickson
CEO of UMass Memorial Health Care
“We looked at our particular cash situation
and said, you know what, we're going to
stand by our people, respect for people.
We're not going to furlough.
We're not going to lay off, but we are going to
ask every one of them to be an ambassador
for the organization.
We are going to ask every one of them to
look at the way they're doing their job and
spend time that may be downtime to kind
of think about ways you can improve.”
38. Listen to the entire conversation
https://www.valuecapturellc.com/HE11