This document contains a collection of quotes from the book "Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements" by Mark Graban and Joseph E. Swartz. The quotes are inspirational messages about continuous improvement, change, and kaizen principles. They are attributed to sources like Charles Darwin, Henry Ford, Masaaki Imai, and W. Edwards Deming. The document also provides brief information about the book and authors.
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.
Presentation on Kaizen, continuous Improvement which includes Introduction, benefits, 5"s" about Kaizen and its implementation on Toyota with 7 Principles in Production system. with Meaningful Conclusion in brief.
Healthcare Kaizen Webinar Mark Graban Gemba Academy Dec 2011Mark Graban
"Putting the Continuous Back in Continuous Improvement"
In this webinar, Mark Graban, author of the Shingo Award-winning " Lean Hospitals " and the upcoming book "Healthcare Kaizen," talks about kaizen and daily continuous improvement in healthcare. Across many industries, many organizations have come to equate the word kaizen with "kaizen events," or focused weeklong improvement projects. Leading lean healthcare organizations, such as ThedaCare and Virginia Mason Medical Center , have learned that they need both projects and small improvements.
Kaizen, as a mode of continuous improvement, is characterized by a large number of small, low-cost, low-risk improvements that are driven by front-line staff, who work in collaboration with their co-workers and leaders. Kaizen follows the scientific method and the PDCA (or PDSA) cycle of iterative improvement, where a hypothesis for improvement is tested against actual results.
The webinar will show examples of kaizen improvements from numerous healthcare organizations, as well as the practical mechanics for facilitating and managing kaizen. Graban will also discuss the important role of leaders at all levels.
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.
Presentation on Kaizen, continuous Improvement which includes Introduction, benefits, 5"s" about Kaizen and its implementation on Toyota with 7 Principles in Production system. with Meaningful Conclusion in brief.
Healthcare Kaizen Webinar Mark Graban Gemba Academy Dec 2011Mark Graban
"Putting the Continuous Back in Continuous Improvement"
In this webinar, Mark Graban, author of the Shingo Award-winning " Lean Hospitals " and the upcoming book "Healthcare Kaizen," talks about kaizen and daily continuous improvement in healthcare. Across many industries, many organizations have come to equate the word kaizen with "kaizen events," or focused weeklong improvement projects. Leading lean healthcare organizations, such as ThedaCare and Virginia Mason Medical Center , have learned that they need both projects and small improvements.
Kaizen, as a mode of continuous improvement, is characterized by a large number of small, low-cost, low-risk improvements that are driven by front-line staff, who work in collaboration with their co-workers and leaders. Kaizen follows the scientific method and the PDCA (or PDSA) cycle of iterative improvement, where a hypothesis for improvement is tested against actual results.
The webinar will show examples of kaizen improvements from numerous healthcare organizations, as well as the practical mechanics for facilitating and managing kaizen. Graban will also discuss the important role of leaders at all levels.
ADKAR Change Management Model PowerPoint Presentation Slides SlideTeam
Go through an organizational transformation using ADKAR Change Management Model PowerPoint Presentation Slides. Every company has to go through a change. Be it a forceful or unexpected. Create a plan to face such circumstances. Use ADKAR change management PowerPoint slideshow to bring out a positive change in your organization. Guide every individual in your team about an organizational change with the help of content-ready goal oriented ADKAR change management model presentation templates. Plan change management activities equip colleagues and teammates with facilitating change and support your employees throughout the change. Use this change management PowerPoint deck as a guide to ensure every individual experiencing change has to go through the five phases to achieve a desired successful change. This deck covers topics like ADKAR model, ADKAR assessment, and ADKAR change management plan. Use this change management model as a framework to support your teammates and colleagues to accept a significant change. Get your hands on the professionally designed ready-to-use ADKAR change management model PPT templates and encourage your teammates in a new way of doing business. Our Adkar Change Management Model PowerPoint Presentation Slides enable free flow of ideas. They allow for an exchange of views.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
The panel discussion will focus on the :
Trends of Big Data, Cloud, IOT and other key areas.
Software Engineering, Agile , Continuous Delivery and Quality Engineering best practices.
Reimagining Quality through usage of the right Process, frameworks, tools and overall Quality Management System.
Med kunden i fokus och ett Agilt mindset. Inspirationsföreläsning för nyfikna...Mia Kolmodin
Det här är en föreläsning jag har hållit ett antal gånger på konferenser, hos kunder och även som gratis föreläsning hos oss på Dandy People. Här kan du se om den finns uppe och anmäla dig, eller kontakta mig om du är nyfiken och vill ha den internt hos er. https://dandypeople.com/training/
När kunderna kräver bättre digitala tjänster och produkter behöver företagen hitta nya sätt att organisera sig för att snabbare leverera kundnytta. Gör man inte det riskerar man att bli omsprungen av snabbare konkurrenter. För att lyckas med detta krävs medvetenhet hos ledning och ett strategiskt ledningsbeslut.Den här föreläsningen riktar sig till nyfikna ledare som vill möjliggöra kundfokus och innovation.
Mia går igenom trender och nya tankesätt kring hur man organiserar sig och leder arbetet på ett målstyrt sätt för att mobilisera hjärnkraft med korsfunktionella och autonoma team som snabbare kan leverera rätt produkter och tjänster. Mia visar även modeller för hur organisationer kan arbeta strukturerat med innovation och kundfokus för att välja att bli en haj i stället för en snigel samt riktiga exempel på den här typen av transformation från olika typer av branscher.
The Homogeneity of DMAIC & ADKAR Change Management Methodologies
From a high level the key difference between the two change management methodologies is among the focus of change. The DMAIC methodology’s focus of change is among process/product whereas the ADKAR methodology’s focus of change is among organization/people. Rick McCormick of the Change Management Learning Center explains ADKAR by aligning it with DMAIC.
Project leaders build awareness (ADKAR) of the change by defining (DMAIC) what that change is and who will implement it. Desire (ADKAR) must be felt and embraced by those who will be affected by the change so that inputs and outputs can be measured (DMAIC). For change to be off to a good start, leaders must possess the knowledge (ADKAR) necessary for successful implementation, but this requires an analysis (DMAIC) of factual data. Going hand in hand with analysis is the ability (ADKAR) to deploy the right measures so that the desired improvement (DMAIC) can be sustained. To complete the process, the change must be reinforced (ADKAR) where standard operating procedures and training manuals will serve to control (DMAIC) aspects and consequences of the change.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
ADKAR Change Management Model PowerPoint Presentation Slides SlideTeam
Go through an organizational transformation using ADKAR Change Management Model PowerPoint Presentation Slides. Every company has to go through a change. Be it a forceful or unexpected. Create a plan to face such circumstances. Use ADKAR change management PowerPoint slideshow to bring out a positive change in your organization. Guide every individual in your team about an organizational change with the help of content-ready goal oriented ADKAR change management model presentation templates. Plan change management activities equip colleagues and teammates with facilitating change and support your employees throughout the change. Use this change management PowerPoint deck as a guide to ensure every individual experiencing change has to go through the five phases to achieve a desired successful change. This deck covers topics like ADKAR model, ADKAR assessment, and ADKAR change management plan. Use this change management model as a framework to support your teammates and colleagues to accept a significant change. Get your hands on the professionally designed ready-to-use ADKAR change management model PPT templates and encourage your teammates in a new way of doing business. Our Adkar Change Management Model PowerPoint Presentation Slides enable free flow of ideas. They allow for an exchange of views.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
The panel discussion will focus on the :
Trends of Big Data, Cloud, IOT and other key areas.
Software Engineering, Agile , Continuous Delivery and Quality Engineering best practices.
Reimagining Quality through usage of the right Process, frameworks, tools and overall Quality Management System.
Med kunden i fokus och ett Agilt mindset. Inspirationsföreläsning för nyfikna...Mia Kolmodin
Det här är en föreläsning jag har hållit ett antal gånger på konferenser, hos kunder och även som gratis föreläsning hos oss på Dandy People. Här kan du se om den finns uppe och anmäla dig, eller kontakta mig om du är nyfiken och vill ha den internt hos er. https://dandypeople.com/training/
När kunderna kräver bättre digitala tjänster och produkter behöver företagen hitta nya sätt att organisera sig för att snabbare leverera kundnytta. Gör man inte det riskerar man att bli omsprungen av snabbare konkurrenter. För att lyckas med detta krävs medvetenhet hos ledning och ett strategiskt ledningsbeslut.Den här föreläsningen riktar sig till nyfikna ledare som vill möjliggöra kundfokus och innovation.
Mia går igenom trender och nya tankesätt kring hur man organiserar sig och leder arbetet på ett målstyrt sätt för att mobilisera hjärnkraft med korsfunktionella och autonoma team som snabbare kan leverera rätt produkter och tjänster. Mia visar även modeller för hur organisationer kan arbeta strukturerat med innovation och kundfokus för att välja att bli en haj i stället för en snigel samt riktiga exempel på den här typen av transformation från olika typer av branscher.
The Homogeneity of DMAIC & ADKAR Change Management Methodologies
From a high level the key difference between the two change management methodologies is among the focus of change. The DMAIC methodology’s focus of change is among process/product whereas the ADKAR methodology’s focus of change is among organization/people. Rick McCormick of the Change Management Learning Center explains ADKAR by aligning it with DMAIC.
Project leaders build awareness (ADKAR) of the change by defining (DMAIC) what that change is and who will implement it. Desire (ADKAR) must be felt and embraced by those who will be affected by the change so that inputs and outputs can be measured (DMAIC). For change to be off to a good start, leaders must possess the knowledge (ADKAR) necessary for successful implementation, but this requires an analysis (DMAIC) of factual data. Going hand in hand with analysis is the ability (ADKAR) to deploy the right measures so that the desired improvement (DMAIC) can be sustained. To complete the process, the change must be reinforced (ADKAR) where standard operating procedures and training manuals will serve to control (DMAIC) aspects and consequences of the change.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
ISS Service Innovation Leadership Seminar, 28 March - Mrs Chew Kwee TiangNUS-ISS
ISS Service Innovation Leadership Seminar, 28 March - "Design Thinking and Service Innovation - The Khoo Teck Puat Hospital's Journey" by Mrs Chew Kwee Tiang, CEO, Khoo Tech Puat Hospital
Health Quotes
Below, we listed some of our favorite health quotes, but surely we left some of the best quotes off the list, results may vary.
Health quotes information and statements made are for education purposes and are not intended to replace the advice of your doctor.
If you have a severe medical condition or health concern, see your physician.
Joe Swartz and Mark Graban co-authors of Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements were my guests on the Business901podcast. This is a transcription of the podcast.
The Top 8 Skills Every Healthcare Process Improvement Leader Must HaveHealth Catalyst
Healthcare process improvement leaders not only have to be a jack-of-all-trades, but they need to be a master, as well. This is one of the most important leadership roles in the healthcare system with responsibilities that can ultimately end up saving lives, improving the patient experience, improving caregiver job satisfaction, and reducing costs. Although there are many others, these eight skills are the most critical for the efficient, and ultimately, successful process improvement leader:
Communication
Trust Building
Coaching
Understanding Process Management
Understanding Care Management Personnel
Constructive Accountability and Constructive Conflict
Resiliency and Persistency
Seeing the Big Picture
Along with the right training, education, and sponsorship, it’s easy to see why this role blends many elements of art and science.
This edition features a handful of The 10 Most Admired Women in Healthcare that are leading us into a healthy future
Read More: https://ciolook.com/10-most-admired-women-in-healthcare-october2022/
Interview with Ronald G. Spaeth, FACHE, president, Evanston Northw.docxmariuse18nolet
Interview with Ronald G. Spaeth, FACHE, president, Evanston Northwestern Healthcare Foundation, Northbrook, Illinois
Ronald G. Spaeth, FACHE, is the recipient of the American College of Healthcare Executives's 2005 Gold Medal Award, an honor conferred on outstanding healthcare leaders for their contributions to the field. Mr. Spaeth joined Evanston Northwestern Healthcare in January 2000, when Highland Park Hospital (Highland Park, Illinois) merged with Evanston Northwestern Healthcare (Evanston, Illinois). Before this merger, he served as president and chief executive officer of Highland Park Hospital from 1983 through 2002. From 1972 through 1983, he served Evanston Hospital in various roles: as vice president of administrative services, vice president of corporate services, assistant secretary, of the board of directors, senior executive vice president, and chief administrative officer. In addition, he has served on numerous boards, including the Board of Trustees of the Illinois Hospital Association, Board of Directors of the American Hospital Association, and Board of Governors of the American College of Healthcare Executives. He is currently on the Board of Commissioners of the Joint Commission oil Accreditation of Healthcare Organizations. Mr. Spaeth is a Fellow of the American College of Healthcare Executives. He earned his bachelor of arts degree from Western Reserve University in Ohio and his master's in business administration degree from the University of Chicago in Illinois.
Dr. Grazier: You have experience as a faculty, member, president, and chief executive of different types of institutions and systems. How has each role contributed to the success of your career?
Mr. Spaeth: The benefit of the career path I have taken has been the opportunity it has afforded me to view different types of institutions and different forms of physician-hospital-community relationships. I have worked in an academic medical center, the Ohio State University Medical Center in Columbus; in a non-university-owned academic medical program, Evanston Hospital Corporation, which is now Evanston Northwestern Healthcare; and in a community hospital, Highland Park Hospital. Seeing the relationships between the communities and those institutions and particularly their ties with the physicians, has given me a broad understanding of the healthcare business.
Over the years, I have also been a faculty member at several university programs in healthcare management, including at the Ohio State University in the 1970s and at the University of Chicago in the 1980s. Bringing to the students real-world experience and teaching them how to apply what they learned in these programs were fulfilling; the experience gave me a chance to see the links between education and practice. My involvement in a major merger in 2000, in which Highland Park Hospital and Evanston Northwestern Healthcare became one system, was momentous as well. These experiences have helped me to grow.
Leading Adaptive Change to Create Value in HealthcareHealth Catalyst
In pursuit of the Triple Aim, healthcare leaders work hard to improve care, reduce costs, and improve the patient experience. But accomplishing these goals requires an engaged staff that makes progress, day in and day out. Adaptive Leadership (AL) principles help leaders understand human behavior to mobilize change and overcome work avoidance, which happens when staff operate above or below the productive zone of tension.
By understanding what adaptive work actually is (and that adaptive problems can’t be solved with technical fixes), and why work avoidance happens (because people are overwhelmed; the heat is too high), leaders can keep their teams engaged by using influence and leadership—not authority—to “lower the heat” on their people:
Validate the difficulty of the situation.
Simplify/clarify the work.
Provide additional resources (time, training, etc.)
Dr. Ulstad has worked with healthcare leaders and teams for the last 20 years to help them understand behaviors triggered by rapid, high-volume change, and apply AL principles to guide the changes critical to their organizations’ success.
The 10 most inspiring businesswomen making a difference 2021(3) compressedMerry D'souza
Businesswomen believe in nurturing relationships with teamwork, trust, and respect. They want to continue to grow as a leader and lead the team and the company to the new heights. They always try to bring fresh and new ideas to the table.They always come with new strategies and approaches and keeps their teams’ and customers' priority at the top.
The 10 Most Trailblazing Healthcare Leaders in 2024.pdfCIO Look Magazine
The world of healthcare is a complex realm at the intersection of patient care, financial stability and operational efficiency. Navigating this intricate world where every decision holds significant weight, Xavier McGilberry is a seasoned guide by your side!
Diversity in the Workplace: A Principle-Driven Approach to Broadening the Tal...Health Catalyst
Improving diversity and inclusivity in healthcare, and any industry, is more than just the right thing to do: it’s an intelligent business decision with impacts on productivity, sales, and innovation.
Organizations committed to addressing the lack of diversity and inclusivity in healthcare should start by thinking about the principles and values that underlie their cultures. At Health Catalyst, every diversity initiative is founded in one of the core principles that motivates our work and is embodied by every team member:
Respect
Humility
Transparency
Advocacy
But turning the tide on monumental challenges, like closing the gender gap in technology (women hold less than 26 percent of U.S. technology jobs), requires more than a return to values; it requires initiatives, from equitable hiring practices to mentorship programs, that reflect an understanding of the diverse populations in the talent pool.
Running head Week Five Reflection Week Five R.docxjeffsrosalyn
Running head: Week Five Reflection
Week Five Reflection By: Kaylee Shiveley
Abstract
Organizational Behavior is made up of many components, down to the moods, personalities, and communication of an employee. Knowing about how businesses utilizes communication within and leadership will allow the business to reach their goals.
Week Two Reflection
Organizational Behavior is based around multiple concepts, including knowing how to effectively communicate and the affects of leadership in the workplace. .
What’s The Most Worthy? In chapters eleven and twelve we learned communication and leadership. I believe both of these chapters cover extremely important information since businesses rely heavily on good communication and leadership skills. The most worthy of these I believe is leadership. Although communication is just as important, communication can be taught with the right leadership. Leadership in the workplace is one thing; good leadership in the workplace is another. Some benefits of a good leader can include “improved productivity of the workforce, improved ability to succeed under pressure, increased emotional intelligence, improved charisma and seriousness in business operations, growth in confidence in your tem, improved listening and communication skills, increased awareness of diversity in the workforce, improved innovation and creativeness, and a dependable, reliable, competent workforce” (www.rapidboostmarketing.com). With these leadership highlights comes effective communication. Communication is hit on within these leadership goals as well as many other important aspects of a successful business. The Importance of Communication and Leadership Communication and leadership are both important concepts in life alone. Having these skills in the workplace can help with both internal and external factors. Internally, having a good leadership team to teach new employees can help set the expectations for the company. If managers focus on instilling leadership qualities into their employees, the employees will naturally work with a leadership mind set. If everyone in the company is trained this way, the business will reap the benefits externally. If the outsiders of the business can physically see that company doing well, making improvements, and focusing on the future of their business, they are more likely to choose them as a place to give their business to.
How Leadership is used in Society and / or Business
Leadership is something can be instilled into someone at a very young age. Although it may be difficult to see leadership qualities in young children, its noticeable if it’s looked for. Leadership is important in many aspects of life including academics, sports, music, and even your personal life. In school, kids can be leaders for other people their own age. Whether there is group work for a project or a group game at recess, having someone to keep everyone in check and take over and, more or less, be the “boss” of the.
Why are there only 15% to 20% Women in Indian Pharma?Anup Soans
Guest Editorial - Gender Gap in Indian Pharma - An Unaddressed Issue
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Inside this Issue
1. A Salesforce Retention Strategy for Indian Pharma by K. Hariram
A quantitative and qualitative approach to measuring and stemming the tide of attrition in pharma sales.
2. “I Am Waiting for the Day When Pharma Hires a CEO from a Tech Company” an Interview with Salil Kallianpur
Salil Kallianpur – Executive Vice President – Primary Care at GSK shares his thoughts on Indian pharma in 2017 and beyond with MedicinMan.
3. 1st World Pharma Brand Managers Day by Prof. Suniel Deshpande and Vivek Hattangadi
A report on the 1st World Pharma Brand Managers Day which began with a Pharma CEO Conclave.
4. Pharma L&D Beyond the Classroom by Diksha Fouzdar
Real learning almost always takes place outside the classroom, but internalizing that in L&D requires a mindset change.
The Most Innovative Women business Leaders Revamping The Future,2024.pdfCIO Look Magazine
Dr. Christina Rahm is spearheading the revolution in nutraceuticals, wellness strategies and environmental solutions. With an impressive background and extensive experience, Dr. Rahm is a globally sought-after scientific leader, spokesperson and innovator in her field.
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.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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• Three (3) key tips to maintain a disciplined workplace.
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Quotes from Healthcare Kaizen
1. QUOTES FROM
HEALTHCARE KAIZEN
by Mark Graban & Joseph E. Swartz
To learn more about our complete book,
visit www.HCkaizen.com
Available in paperback and Kindle formats
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
2. About This e-Book
This e-Book is a collection of
quotes and inspirational
messages that appear
throughout our larger book,
Healthcare Kaizen, a practical
how-to guide for starting and
growing a Kaizen program.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
3. Charles Darwin
It is not the strongest of
the species that survives,
nor the most intelligent,
but the one most
responsive to change.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
4. Author Unknown
The largest room in
the world is the
room for
improvement.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
5. Old Japanese Proverb
Fall seven times.
Stand up eight.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
6. Henry Ford
Failure is only the
opportunity to
begin again more
intelligently
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
7. Henry Ford
Our own attitude is that we
are charged with
discovering the best way of
doing everything, and that
we must regard every
process employed in
manufacturing as purely
experimental.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
8. Mark Twain
The secret of getting ahead
is getting started. The
secret of getting started is
breaking your complex
overwhelming tasks into
small manageable tasks,
and then starting on the
first one.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
9. About Healthcare Kaizen
Healthcare Kaizen focuses on the principles methods of daily continuous improvement, or “Kaizen,” for healthcare
professionals and organizations. Kaizen is a Japanese word that means “change for the better,” popularized by
Masaaki Imai in his 1986 book KAIZEN and through the books of Norman Bodek, both of whom contributed
introductory material for this book.
In 1989, Dr. Donald M. Berwick, founder of the Institute for Healthcare Improvement and former administrator of the
Centers for Medicare & Medicaid Services, endorsed the principles of Kaizen in the New England Journal of Medicine,
describing it as “the continuous search for opportunities for all processes to get better.” Healthcare Kaizen shows how
to make this goal a reality.
Healthcare Kaizen shares some of the methods used by numerous hospitals, including Franciscan St. Francis
Healthcare, where co-author Joe Swartz has led these efforts. Most importantly, the book covers the management
mindsets and philosophies required to make Kaizen work effectively in a hospital department or as a organization-
wide program.
All of the examples in the book are real examples that were shared by leading healthcare organizations, with over two
hundred full-color pictures and visual illustrations of Kaizen-based improvements that were initiated by Chief Operating
Officers, nurses, housekeepers, and other staff members at all levels.
Healthcare Kaizen will be helpful for organizations that have embraced weeklong improvement events, but now want
to follow the lead of ThedaCare, Virginia Mason Medical Center, and others who have moved beyond just doing
events into a more complete management system based on “Lean” or the “Toyota Production System.”
It’s often said, without much reflection, that “people hate change.” The experiences shared in this book will prove that
people actually love change when they are fully engaged in the process, they get to make improvements that improve
patient care and make their day less frustrating, and when they don’t fear being laid off as a result of their
improvements.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
10. Henry Ford
There are no big
problems, there
are just a lot of
little problems.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
11. Mohandas Gandhi
Be the change
you want to see
in the world.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
12. Masaaki Imai
The Kaizen philosophy
assumes that our way of life
– be it our working life, our
social life, or our home life –
deserves to be constantly
improved.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
13. Mark Graban
Why is there a lock on
your suggestion box?
Are you afraid that the
competing hospital
across the street is
sending people over to
steal your good ideas?!
!
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
14. Taiichi Ohno
Kaizen is about changing
the way things are. If you
assume that things are all
right the way they are,
you can’t do Kaizen. So
change something!
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
15. Bruce Hamilton
Many companies assume that
the failure of the suggestion
box approach is with
employees that don’t care, but
if we dig a little deeper we
find it is the system itself that
squashed enthusiasm.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
16. About the Authors
Mark Graban is an internationally-recognized expert in the field of “Lean
Healthcare,” as a consultant, author, keynote speaker, and blogger. He is the
author of Lean Hospitals: Improving Quality, Patient Safety, and Employee
Engagement (2nd edition). Mark has worked as a consultant and coach to
healthcare organizations throughout North America and Europe. He was formerly
a senior fellow with the Lean Enterprise Institute and continues to serve as a
faculty member. Mark is also the Chief Improvement Officer for KaiNexus, a
startup software company that helps healthcare organizations manage continuous
improvement efforts. Mark earned a BS in Industrial Engineering from
Northwestern University and an MS in Mechanical Engineering and an MBA from
the MIT Sloan Leaders for Global Operations Program. Visit his website at
www.MarkGraban.com and his blog at www.LeanBlog.org. mark@leanblog.org
Joseph E. Swartz is the Director of Business Transformation for Franciscan St.
Francis Health of Indianapolis, IN. He has been leading continuous improvement
efforts for 18 years, including 7 years in healthcare, and has led more than 200
Lean and Six Sigma improvement projects. Joseph is the co-author of Seeing
David in the Stone and was previously an instructor at the University of
Wisconsin. Joseph earned an MS in Management from Purdue University as a
Krannert Scholar for academic excellence. joeswartz14@gmail.com
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
17. Masaaki Imai
[If] the new standard has been set
up by the worker’s own volition, he
takes pride in the new standard and
is willing to follow it. If, on the
contrary, he is told to follow a
standard imposed by management,
he may not be as willing to follow it.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
18. Toyota
From a 2010 Toyota publication:
“Continuous Improvement implies that all
employees must not let themselves
become complacent about the status
quo, but put forth their best ideas and
efforts to seek greater added-value. In
accordance with the second principle,
‘Respect for People,’ Toyota respects all
stakeholders and believes that the
success of its business is created by
individual efforts and growth.”
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
19. Pat Hagan
Patrick Hagan, former COO
of Seattle Children’s
Hospital, says, “We rarely
talk about cost. We talk
about waste, quality, and
safety, and we find our
costs go down.”
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
20. Adam Smith
Such is the delicacy of
man alone, that no
object is produced to
his liking. He finds that
in everything there is
need for improvement.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
21. Theresa Amabile
We define innovation as the
successful implementation
of creative ideas within an
organization.
—Theresa Amabile
Professor and Director of Research Harvard Business School
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
22. Alan G. Robinson and Dean M. Schroeder
Employee ideas
are key to
building a
culture of high
performance.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
23. Henry Ford
Most people spend
more time and
energy going around
problems than trying
to solve them.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
24. Lewis Carroll
“No use trying,” Alice said, “one
can’t believe impossible things.” “I
daresay you haven’t had much
practice,” said the Queen. “When I
was your age, I always did it for half-
an-hour a day. Why, sometimes I’ve
believed as many as six impossible
things before breakfast.”
—Lewis Carroll Alice’s Adventures in Wonderland
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
25. Vince Lombardi
Perfection is not
attainable, but if we
chase perfection we
can catch excellence.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
26. Saint Francis of Assisi
Start by doing what’s
necessary; then do
what’s possible; and
suddenly you are doing
the impossible.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
27. Robert F. “Bob” Bennett
We all seek to control our lives:
our careers, our relationships,
our reactions to events and
situations. People who gain
control automatically become
more productive.
—Robert F. “Bob” Bennett
Former CEO of Franklin Quest and former United
States Senator from Utah
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
28. Peter Drucker
The purpose of
business is to
create and keep
a customer.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
29. Free First Chapter
To download a free PDF of Chapter
1:
Visit:
http://www.hckaizen.com/downloads/free-chapter/
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
30. W. Edwards Deming, Ph.D.
Management’s job is to
create an environment
where everybody may take
joy in his work.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
31. Mother Teresa
We can do no
great things,
only small
things with
great love.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
32. Unknown
You can’t learn
how to ride a bike
by reading a book
on physics.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
33. Muhammad Ali
It’s lack of faith
that makes people
afraid of meeting
challenges, and I
believed in myself.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
34. Taiichi Ohno
Why not make the work easier
and more interesting so that
people do not have to sweat? The
Toyota style is not to create
results by working hard.
It is a system that says there is no
limit to people’s creativity.
People don’t go to Toyota to
“work” they go there to “think.”
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
35. Marie Curie
You cannot hope to build a
better world without improving
the individuals. To that end,
each of us must work for our
own improvement and, at the
same time, share a general
responsibility for all humanity.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban & Swartz www.hckaizen.com
36. R. D. Laing
The range of what we think and do
is limited by what we fail to notice.
And because we fail to notice that
we fail to notice there is little we
can do to change until we notice
how failing to notice shapes our
thoughts and deeds.
—R. D. Laing
Scottish psychiatrist
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
37. Albert Einstein
If I had an hour to solve
a problem, I’d spend 55
minutes thinking about
the problem and 5
minutes thinking about
solutions.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
38. Linus Pauling
The best way
to have a good
idea is to have
lots of ideas.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
39. W. Edwards Deming, Ph.D.
One cannot be successful on
visible figures alone ... the most
important figures that one
needs for management are
unknown or unknowable, but
successful management must
nevertheless take account of
them.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
40. W. Edwards Deming, Ph.D.
He that expects to quantify in dollars
the gains that will accrue to a company
year by year for a program for
improvement of quality expounded in
[Out of the Crisis] will suffer delusion.
He should know before he starts that
he will be able to quantify only a
trivial part of the gain.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
41. Leonardo da Vinci
I have been impressed
with the urgency of doing.
Knowing is not enough; we
must apply. Being willing is
not enough; we must do.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
42. Albert Einstein
Make everything
as simple as
possible, but not
simpler.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
43. Thomas Jefferson
The most valuable
of all talents is that
of never using two
words when one
will do.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
44. Free Templates
To download helpful Kaizen
templates you can use today
Visit:
http://www.hckaizen.com/downloads/templates/
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
45. John Locke
The improvement of
understanding is for two
ends: first, our own
increase of knowledge;
secondly, to enable us to
deliver that knowledge
to others.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
46. Soichiro Honda
Man
can
put
out
about
1/20th
of
a
horsepower.
He
has
to
rest
at
least
9
hours
a
day.
He
also
has
to
eat
and
drink.
As
a
power
source,
we
are
terrible.
However,
it
is
when
man
starts
thinking
of
ideas
that
the
difference
between
man
and
machine
emerges.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
47. Albert Camus
You are forgiven for
your happiness and
your successes only if
you generously consent
to share them.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
48. There is no joy other than the joy of
creating. There is no man who is truly
alive other than one who is creating.
All others are just shadows on the
earth with nothing to do with being
alive. The joy of living, whether it is
love or action, is the joy of creating.
—Romain Rolland
Nobel Prize Laureate in Literature
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
49. Henry Ford
Whether you think
that you can, or
that you can’t, you
are usually right.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
50. Mark Twain
Nothing so needs
reforming as other
people’s habits.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
51. Shigeo Shingo
90% of
resistance is
cautionary.!
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
52. John Arthur Porter
People underestimate their
capacity for change. There is
never a right time to do a
difficult thing. A leader’s job is
to help people have vision for
their potential.
—John Arthur Porter
Canadian sociologist
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
53. 1 Peter 2:17
Show proper
respect to
everyone.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
54. Coaching Workshops
How can we help you?
Does your organization need coaching or support
with your Kaizen efforts?
Mark Graban and Joe Swartz can help you with anything from a 1-hour talk or
presentation, a multi-day on-site visit, or an ongoing coaching relationship. Our passion
is healthcare, but we have experience in other industries. These ideas can also be
taught and applied in manufacturing, services, retail and restaurant, non-profit settings,
and more. Ask us how we can teach you Kaizen and get you started.
Visit:
http://www.hckaizen.com/resources/
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
55. Sir Winston Churchill
Courage is what it
takes to stand up and
speak, Courage is
also what it takes to
sit down and listen.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
56. Steve Jobs
If you are working on
something exciting that
you really care about, you
don’t have to be pushed.
The vision pulls you.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
57. Friedrich Wilhelm Nietzsche
Man will put up
with any “how” if
he has a “why.”
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
58. Kurt Lewin
People support
what they create.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
59. Nowadays, I make it a practice to call
[my workers] into consultation on any
new work. I observe they’re more
willing to set about a piece of work
when their opinions are asked and
their advice followed.
—Columella
Roman landlord, 100 A.D.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
60. The greatest source of
competitive advantage is not
really cost or quality, but
creativity.
—John Micklethwait
Editor-in-Chief, The Economist
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
61. If there is no sense of trust in
the organization, if people are
preoccupied with protecting
their backs ... creativity will
be one of the first casualties.
—Manfred F. R. Kets de Vries
Clinical professor of leadership, INSEAD
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
62. George Bernard Shaw
Those who cannot
change their
minds cannot
change anything.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
63. Never take a person’s
dignity—it is worth
everything to them and
nothing to you.
—Frank Barron
A pioneer in the psychology of creativity
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
64. Saying yes to Kaizen was easy for me. As a
leader, I recognize my role is to lead
others to create the future of our
organization. I knew our future required
the continuous development of the
improvement skills and abilities of all our
staff and their engagement in continually
improving the services we provide to our
patients and their families.
—Bob Brody
CEO, Franciscan St. Francis Health
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
65. John Toussaint
The key to successful Lean implementation is
that leaders have to change. We have to change
from the all-knowing, being “in charge,”
autocratic “buck stops with me,” impatient,
blaming person—who is a control freak—to the
person who is patient, knowledgeable, a good
facilitator, willing to teach, actually willing to
learn, be a helper, an effective communicator,
and be humble.
— John Toussaint
CEO, ThedaCare Center for Healthcare Value
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
66. The [servant] leader has a
vested interest in the
success of those being led.
Indeed, one of our roles as
a leader is to assist them in
becoming successful.
—James C. Hunter
Author
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
67. Jamie Flinchbaugh
Being “behind” an
initiative is quite different
than being in front of it
[leading the initiative].
—Jamie Flinchbaugh
Author and consultant
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
68. W. Edwards Deming, Ph.D.
It is not enough that top management
commit themselves for life to quality
and productivity. They must know
what it is that they are committed to—
that is, what they must do. These
obligations cannot be delegated.
Support is not enough; action is
required.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
69. Kaizen requires an upfront
investment of time and effort,
but it pays you back at least
ten times the upfront
investment in patient and staff
satisfaction and retention.
—Paula Stanfill
Manager, NICU, Franciscan St. Francis Health
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
70. Kathryn Correia
When you go to gemba, it’s an opportunity to
sincerely thank everyone involved for their
work. The funny thing is, as the leader, I also
would like to thank them for allowing me to
support them. I can’t give direct care, but,
contrary to the old style CEO walking around
to be seen, it is a privilege for me to see the
team. Every time I am in gemba it reminds me
of why, just like clinicians, I went into health
care. It feels good.
—Kathryn Correia
Former President of Appleton Medical Center and ThedaClark Medical
Center and Former Senior Vice President of ThedaCare
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
71. W. Edwards Deming, Ph.D.
You have to
manage a system.
The system
doesn’t manage
itself.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
72. Masaaki Imai
Kaizen is a mindset. Many
lean practitioners put
kaizen in their toolbox, but
those who strive to live it
each day are the people who
are making a difference in
people’s lives.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
73. Albert Einstein
No problem can be
solved from the
same level of
consciousness that
created it.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
74. The national numbers for waste
in healthcare are between 30%
and 40%, but the reality of what
we’ve observed doing minute-by-
minute observation over the last
three years is closer to 60%.
—Cindy Jimmerson, RN
Author and consultant
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
75. Masaaki Imai
[Toyota’s Taiichi] Ohno urged
managers, too, to visit gemba.
He would say, “Go to gemba
every day. And when you go,
don’t wear out the soles of your
shoes in vain. You should come
back with at least one idea for
kaizen.”
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
76. Rudyard Kipling
I keep six honest
serving men. They
taught me all I knew.
Their names are What
and Why and When
and How and Where
and Who.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
77. Benjamin Franklin’s Root Cause Analysis:
For want of a nail a shoe was lost,
for want of a shoe a horse was lost,
for want of a horse a rider was lost,
for want of a rider an army was lost,
for want of an army a battle was lost,
for want of a battle the war was lost,
for want of the war the kingdom was lost,
and all for the want of a little horseshoe nail.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
78. W. Edwards Deming, Ph.D.
If you pit a good performer against
a bad system, the system will win
almost every time. We spend too
much time fixing people who are
not broken and not enough time
fixing organizational systems that
are broken. Only leadership has the
power and responsibility to change
the systems.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
79. Shigeo Shingo
It had dawned on me that
the occurrence of a defect
was the result of some
condition or action, and that
it would be possible to
eliminate defects entirely
by pursuing the cause.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
80. Julia Child
You want to be able to
find and stash everything
easily ... unless you’re
one of those people who
like to live in a mess.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
81. Henry Ford
Coming together is a
beginning. Keeping
together is progress.
Working together is
success.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
82. Chinese Proverb
If you want one year of
prosperity, grow seeds. If you
want ten years of prosperity,
grow trees. If you want 100
years of prosperity, grow
people.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
83. Jenny Craig
It’s not what you do
once in a while, It’s
what you do day in and
day out that makes
the difference.
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com
84. LEARN MORE…
Visit www.HCkaizen.com
• Free chapter
• Free templates
• Kaizen community
• Consulting workshops
• Contact the authors
• Buy the book…
Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com