| Mindfulness is all about paying
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| | the customer is the patient. Instead of
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| attention. It's amazing what can be
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| | developing ways to make hospitals more
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| accomplished when mindfulness is applied
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| | profitable by relegating the patient to
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| to systems that need all the attention
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| | widget status, TPS restores the patient
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| they can get. If there's an industry that
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| | as the primary focus. How refreshing!
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| needs some CPR and TLC, it's healthcare.
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| | There's a common misconception that
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| Cindy Jimmerson is a 30-year trauma nurse
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| | people do not like change. I happen to
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| who is passionate about streamlining
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| | love rearranging rooms every season.
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| healthcare processes. Her consulting
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| | However, I'd probably get a little cranky
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| company, Lean HealthCare West, is
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| | if I walked into my house and found that
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| blasting through always-done-it-that-way
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| | someone else had moved all the furniture.
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| thinking to reduce waiting time for
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| | The real story is that people do not like
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| patients, eliminate staff errors, and
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| | change that is imposed upon them, but
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| save hospitals and patients millions of
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| | they appreciate being part of the
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| dollars.
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| | solution. Employees using TPS love having
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| She is the Queen of Lean in hospitals,
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| | the opportunity to creatively explore
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| and she's on a mission to improve the
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| | options that allow them to perform their
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| health of our country's largest
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| | work with greater efficiency. And why
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| industry--$1.76 trillion in 2002, and
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| | not? It helps them reconnect to the best
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| soon to explode as the baby-boomers hit
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| | parts of their job.
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| their sixties.
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| | Toyota walks its talk. It would be one
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| When it comes to looking for powerful
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| | thing if the company had a policy of
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| tools for transforming processes, we're
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| | being "open to suggestions" while rarely
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| fortunate to have a proven model that
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| | making any changes. But Toyota
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| continues to outperform peers around the
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| | consistently acts on its employees'
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| world. The Toyota Production System was
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| | recommendations. In fact, the most recent
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| originally developed by an American, W.
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| | figures indicate that the company
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| Edwards Deming, who couldn't get anyone
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| | implemented 99% of its yearly total of
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| in the U.S. to pay attention to his
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| | over 700,000 employee ideas!
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| approach. The Japanese listened and
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| | That same emphasis on valuing the
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| learned. Today, TPS continues to propel
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| | knowledge and experience of employees and
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| industries toward greater productivity,
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| | trusting them to develop better processes
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| less waste, improved quality, and
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| | is the key to tackling healthcare's
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| increased workplace appreciation.
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| | estimated waste--a whopping 50%.
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| Cindy's firm takes TPS straight to the ER
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| | TPS is mindfulness in action--paying
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| and beyond. Now, you might think that a
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| | attention to extra steps, inconvenient
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| model focusing on getting product moved
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| | sequences, and indirect communication.
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| through the assembly line more
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| | The best part? Anyone can do it.
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| efficiently is completely inappropriate
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| | Doctors, nurses and other hospital
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| for handling human patients. You would be
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| | workers are hard-working, compassionate
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| dead wrong.
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| | people who are committed to providing
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| TPS focuses on adding value to what
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| | their patients with top-notch care.
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| matters most--in this case, caring for
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| | Broken systems get in the way. Mindful
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| patients. In doing so, it takes a hard
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| | management can repair those systems, and
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| look at every step taken which results in
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| | in the process, everyone wins.
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| less contact with those who need care.
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| | Mindfulness at work? It works.
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| The customer is king, and in healthcare,
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| | Talk to your doctor about getting lean.
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