![]() ![]() It did not require the addition of new resources, but a reconfiguration of leadership time. The divisional leadership team determined the need for dedicated time to do improvement work and was committed to being present in the work ( gemba) during this time. Q: How were you able to establish the “no meeting zone” making it to do PI work? If using lean as a “tool box” is the objective, without the critical pairing of developing your people, managers may find resistance to implementing the process changes and it may also be more difficult to spread and sustain improvement. ![]() We certainly do need to understand and respect the perspective of our staff and how improvements/changes impact our people and our patients, so I guess empathy is part of that strategy. ![]() Those who are closest to the work are the best candidates to see, understand, and solve problems.
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