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com/Jason/Kirshner/
Pre$publication/material/from/Healthcare)Kaizen:)Engaging)Front3Line)Staff)in)Sustainable)Continuous)Improvements,/to/be/ published/July/2012./Copyright,/2012,/Mark/Graban/&/Joseph/Swartz./Visit/www.Hckaizen.com/for/more/information./
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Healthcare Kaizen
participated in Kaizen and found that over half of them believed, incorrectly, that a Kaizen must be a substantial improvement. Therefore, the KPO improved its communication to remind staff to practice Kaizen by starting really small.
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department reviews them for calculation accuracy and evidence of potential or bottom-lineimpact. Like many hospitals, Franciscan leadership holds a monthly or bimonthly management meeting. At one of those meetings each quarter, there are 15 minutes reserved for reporting the status of the Kaizen program to all managers, directors, and VPs. Participation is reported to the organization by regularly publishing the following Pareto charts: The The The The The top top top top top 25 25 25 25 25 directors by year-to-date Kaizen count directors by percent staff participation departments by year-to-date Kaizen count departments by number of Kaizens per full-time employee departments by percent staff participation
At Franciscan, leaders are careful to focus on the positive by continually recognizing high performers. They are careful not to harm the dignity of the low performers by publishing anything with their names on it.