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Who Cares for the Caregivers?

At what point does an annoyance become a problem?

Bruce Hamilton
Mon, 05/14/2018 - 12:02
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Last month I joined Eric Buhrens, CEO at Lean Enterprise Institute (LEI), to host a leadership team from Tel Aviv’s Sourasky Medical Center. They were on a study mission to many of Boston’s fine hospitals and were winding up their week with a visit to LEI. Early in the discussion, one of our guests asked, “In a few words, please tell me what lean is.”

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Eric fielded this question concisely, explaining, “Lean means creating more value for customers with fewer resources.” He then asked me to relate the following story, a bit more long-winded, to amplify the concept.

I had a recent sojourn of more than a few days at one of Boston’s hospitals, which afforded me a rare opportunity for extended direct observation. In lean lingo, I was observing from the point of view of the “object” of improvement—the part to be worked on. In a factory, the object of improvement is a piece of material, a part being progressively converted by agents of improvement into a finished product.

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