How kanban saved a hospital in Indoneisa LKNA2016
•
4 likes•1,392 views
How Kanban, Lean and Agile helped us to save a hospital in Bandung, Indonesia. Twice! As an IT consultant with a lot of kanban, lean and agile experience I was interested to see if I could use that knowledge when working for the Salvation Army Health Foundation in Indonesia. I got ample opportunity to try. In this talk I will describe how the basic ideas of Kanban, Lean and Agile helped us to save a hospital from bankruptcy (or worse!). Twice. In using these principles and ideas in a total different setting I gained a much deeper understanding of them, and also needed to find other ways to describe and apply the practices I've taken for granted in "our" culture and setting.
Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (13)
Similar to How kanban saved a hospital in Indoneisa LKNA2016
Similar to How kanban saved a hospital in Indoneisa LKNA2016 (20)
More from Marcus Hammarberg
More from Marcus Hammarberg (14)
Recently uploaded
Recently uploaded (10)
How kanban saved a hospital in Indoneisa LKNA2016
- 1. How kanban saved a Salvation Army hospital in Indonesia Twice! Marcus Hammarberg @marcusoftnet
- 3. Cash flow
- 17. How kanban saved a Salvation Army hospital in Indonesia Twice!
- 29. Bandung
- 31. - Start with what you do now - Agree to pursue evolutionary change - Initially, respect current roles, responsibilities and job titles
- 32. - Start with what you do now - Agree to pursue evolutionary change - Initially, respect current roles, responsibilities and job titles
- 33. - Visualize - Limit WIP - Manage Flow - Make Process Policies Explicit - Implement Feedback Loops - Improve Collaboratively, Evolve Experimentally - Start with what you do now - Agree to pursue evolutionary change - Initially, respect current roles, responsibilities and job titles
- 36. Start where you are! By Joe Loong Used under CC
- 40. Visualize
- 41. Visualize
- 42. Visualize
- 43. Visualize
- 45. Visualize
- 46. Visualize
- 47. Visualize
- 48. Visualize
- 49. Visualize Transparency Visualised Start where you are Understandable Indicator and trends
- 50. Visualize
- 51. Visualize The code is more what you'd call "guidelines" than actual rules
- 58. Limit WIP
- 59. Limit WIP
- 60. Limit WIP
- 61. Limit WIP
- 62. Limit WIP
- 63. Limit WIP
- 64. Limit WIP
- 65. Limit WIP
- 66. Limit WIP
- 67. Limit WIP
- 68. Limit WIP
- 69. Manage Flow
- 70. Manage Flow How to gain from your WIP pain
- 71. Manage Flow
- 72. Manage Flow
- 73. Manage Flow
- 77. Make Process Policies Explicit Move authority to the information
- 78. Make Process Policies Explicit Move authority to the information
- 79. Make Process Policies Explicit Structure and communication
- 80. Make Process Policies Explicit Make policies explicit
- 81. Make Process Policies Explicit Limit work in process
- 82. Make Process Policies Explicit Limit work in process
- 83. Make Process Policies Explicit The outcome?
- 86. Make Process Policies Explicit What happened here, really?
- 87. Make Process Policies Explicit What happened here, really? Move authority to the information
- 88. Make Process Policies Explicit What happened here, really? Move authority to the information Trust, transparency & accountability
- 89. Make Process Policies Explicit What happened here, really? Move authority to the information Trust, transparency & accountability Make policies explicit
- 90. Make Process Policies Explicit What happened here, really? Move authority to the information Trust, transparency & accountability Make policies explicit Limit work in process
- 91. Initially, respect current roles, responsibilities and job titles
- 97. Implement Feedback Loops What is the goal of a hospital?
- 119. The End