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Home > Behavioral Healthcare
HealthCare Lean: The Team Guide to Continuous Improvement
HealthCare Lean: The Team Guide to Continuous Improvement
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HealthCare Lean: The Team Guide to Continuous Improvement offers the fundamental tools and practices of working together in teams to improve the quality of client service and eliminating waste. There are no easy fixes here, only the on-going and steady process of continuous improvement. It is the job of management to create a system of improvement that engages the mind and spirit of every associate and to encourage continual experimentation, the use of the scientific method, and to discover new and better ways to deliver patient care. The lessons offered in this workbook are a systematic and proven approach to creating this culture of continued learning and improvement.

Healthcare, in all its forms, is undergoing dramatic and rapid change in how healthcare is delivered and managed. The landscape is shifting under every healthcare organization. The lessons that have been learned in manufacturing and other settings, commonly referred to as "lean" management and culture offer great promise for improving the quality of care, reducing costs, eliminating wasteful and dangerous delays, and improving the satisfaction of staff and patients.

Table of Contents

  • Forward
  • Introduction
  • Chapter 1: Revolution or evolution
  • Chapter 2: Action learning: How we change habits
Part One: Getting Organized
  • Chapter 3: What is "Lean?" Principles and purpose
  • Chapter 4: Writing your team's charter
  • Chapter 5: Organizing your team
  • Chapter 6: Stages of team development
  • Chapter 7: Clarifying decision styles
  • Chapter 8: Standard work
  • Chapter 9: Customer and client requirements
  • Chapter 10: Your team scorecard
Part Two: Improving Performance
  • Chapter 11: Solving problems
  • Chapter 12: Motivation and human performance
  • Chapter 13: Mapping your value stream
  • Chapter 14: Analyze variances
  • Chapter 15: Eliminate waste
Part Three: Improving Teamwork
  • Chapter 16: Leading effective meetings
  • Chapter 17: Effective listening skills
  • Chapter 18: Giving and receiving feedback
  • Chapter 19: Dialogue: Thinking together
  • Chapter 20: Improving team dynamics
  • Glossary
  • Index
  • About the author

Author Lawrence M. Miller states, "Over the past two years I have spent a great deal of my time in the health care sector applying both Whole-System Architecture and the Lean Team continuous improvement approach. I customized my manual for one of my clients to make it specific to health care. I have now re-written it again, this time for any and all health care organizations seeking to apply lean or continuous improvement methods.

As we all know, it is the work of the team, either a primary care team, a management team or a kaizen team, that is at the heart of lean improvement. This guide is intended to provide both the methodologies of problem solving and analysis of waste and variances; and also the essential skills of working in groups; facilitation skills, dialogue, team dynamics, etc., all focused on the health care setting."

About the Author

For the past 35 years, Lawrence M. Miller has worked to improve the performance of organizations. He began in our prisons. He redesigned a prison system by establishing the first free-economy behind prison walls in which inmates learned by earning.

His consulting focuses on implementing lean management and culture within his client organizations. He helps his clients with "whole-system" redesign of both work processes and enabling social systems of the organization. Lean culture plus lean processes equal competitive success and customer satisfaction. He coaches senior teams and executives in their leadership of change and lean organization.

He was the founder of the Miller-Howard Consulting Group, which he sold to Towers Perrin in 1998 when he became a principal in that firm. He and his firm were one of the early proponents of team-based management and implemented team management from the senior executive team to include every level and every employee in the organization. Among his consulting clients: 3M, Corning, Shell Oil Company, Merck, Metropolitan Life, Chick-fil-A, and Landmark Communications.

Mr. Miller has authored eight previous books, among them American Spirit: Visions of a New Corporate Culture, and Barbarians to Bureaucrats: Corporate Life Cycle Strategies. He has appeared on the Today Show, CNN, and CNBC, has written for The New York Times and has been the subject of a feature story in Industry Week magazine. Mr. Miller now lives in Annapolis, Md.

Mr. Miller is a frequent and popular speaker at management conferences.

Publication Date: December 2012
Number of Pages: 285
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