Featured Product
This Week in Quality Digest Live
Health Care Features
AssurX
Questions linger about FDA processes that seem to favor medical device companies
Matthew M. Lowe
Confronting the fear of being displaced by machines
NIST
Better calibration could make diagnosis more efficient and less costly
Bruce Hamilton
How many does it take to change an organization?

More Features

Health Care News
ISO and WHO are working for universal access to quality health products that are all at once safe, effective, and affordable
Certification bodies can conduct food safety audits and issue certifications of foreign food facilities
Creates adaptive system for managing product development and post-market quality for devices with software elements
Transforming a dysfunctional industry
An invite from Alcon Laboratories
Intended to harmonize domestic and international requirements
The FDA wants medical device manufactures to succeed, new technologies in supply chain managment
Neuroscientists train a deep neural network to analyze speech and music
Pharma quality teams will have performance-oriented objectives as well as regulatory compliance goals

More News

Productivity Press

Health Care

Lean Daily Management for Healthcare

A strategic guide to implementing lean for hospital leaders

Published: Tuesday, August 16, 2016 - 11:36

(Productivity Press: New York) -- You likely don’t need any more tools, programs, or workshops to improve your hospital. What you need is a simple and consistent approach to manage problem-solving. Filling this need, Lean Daily Management for Healthcare: A Strategic Guide to Implementing Lean for Hospital Leaders (Productivity Press, 2016) presents a lean management system that can help break down barriers between staff, directors, and administration, and empower frontline staff to resolve their own problems.

Lean Daily Management for Healthcare provides practical, step-by-step guidance on how to roll out lean daily management in a hospital setting. Ideal for leaders who may feel lost in the transition process, the book supplies a roadmap to help you identify where your hospital currently is in its lean process, where it’s headed, and how your role will change as you evolve into a lean leader.

Illustrating the entire process of implementing lean daily management, the book breaks down the cultural progression of units into discreet, objectively measurable phases. It identifies what leaders at all levels of the organization must do to progress units into the next phase of development.

Complete with case studies from different service areas in the hospital, the book explains how to link problem-solving boards together to achieve meaningful and measurable improvements in the emergency department, operating room, discharge times, clinics, quality, and patient satisfaction.

After reading this book, you will understand how consistent rounding, a few whiteboards, pen-and-paper data, and a focused effort on working the plan-do-study-act (PDCA) cycle can help you build a common problem-solving bench strength throughout your organization—establishing the framework upon which future improvement can be built.

Discuss

About The Author

Productivity Press’s picture

Productivity Press

For more than 25 years, Productivity Press has developed the largest catalog available anywhere of publications and learning tools about lean methodology, continuous improvement, and operational excellence. It is currently the premier source of authoritative information on organizational transformation. Productivity Press is an imprint of CRC Press, a premier global publisher of science, technology, and medical resources. Its aim is to broaden thinking and advance understanding in the sciences, providing researchers, academics, professionals, and students with the tools they need to share ideas and realize their potential. CRC Press is a member of Taylor & Francis Group, an informa business.