Managing to Learn
Capturing the Value of Lean
Lean Clinic Simulation Workshop
Coaching for Improvement
Creating a Lean Management System
Better Metrics: Understanding Variation and Managing Performance Using Deming Methods
A Factory of One
Lead With Respect
Up to now, lean tools have been applied to business processes. But what about the waste in the way managers work within those processes? The latitude that managers have to determine their actions each day, and the high degree of unpredictability in their daily work content, is a recipe for waste and inefficiency.
Managing a lean organization requires a different type of leadership and a shift from management-by-objectives to management-by-process. A lean management system enables the adoption of management by process, regulates the flow of information from the front lines to senior leaders and back, fosters engagement of all employees in process improvement, and allows for daily coaching and teaching. During this day-long session, participants will learn about a journey to develop a lean management system at a healthcare organization and experience an in-depth overview of the purpose of each element that comprises it.
Building a great organization requires effective leadership. It turns out that leadership skills can be learned. A key element that is often misunderstood is what it means to lead with respect. This learning session explores why leading with respect is essential in a successful transformation, what respect looks like in practice, and how it impacts your people to drive lasting change for the better.
The session provides an in-depth review of the model introduced in the book, Lead with Respect, a novel of lean practice, by Michael and Freddy Ballé and was developed in collaboration with Professor Ballé.
Leading with respect involves awareness of our focus and intention, and how well we are connecting with people to create an environment of mutual trust and sustained high levels of performance. This is accomplished through the application of 7 core practices.
Following this workshop, participants will be able to:
The purpose of this workshop is to explore the lessons and insights of Managing to Learn from four perspectives.
Note: each participant will receive a copy of Managing to Learn by John Shook on Day 1 of the workshop.
1. First, you’ll learn sound A3 thinking and management by following the stages of learning shared in Managing to Learn (MTL). MTL describes how a young manager learns to handle a significant problem-solving responsibility by creating an A3 that earns him the authority to address the problem in the ways he proposes. You’ll examine how the A3 changes with each revision, what the young manager has learned about the A3 thinking, the A3 process that he applies in each revision, and what the course of his development indicates about the deep problem-solving focus that characterizes lean thinking.
2. Next, you’ll get the chance to develop your own eyes and ears to recognize effective A3 stories. You’ll describe the problem-solving thinking that is required for each section of the A3 for the PDCA story it tells to be effective.
3. Then, you’ll create your own A3s. You’ll address real problems you’re already working on every day for this exercise. You’ll work in small groups to read, discuss, and evaluate each other's A3s. And then you’ll have the chance to coach each other, offering guidance on how to improve each other’s A3 stories.
4. Finally, you’ll learn various forms and uses of the A3 process. You’ll have examples from Managing to Learn to use as a guide. And you’ll explore the following:
Through instruction, small group discussions and exercises, the workshop participants will:
Through active participation in Dr. Deming’s “Red Bead Experiment” and discussion, after the workshop you will be able to:
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This is the Shingo Institute’s foundational, two-day workshop that introduces the Shingo Model™ and is a prerequisite to the other four Shingo workshops. Discover Excellence introduces the ten Shingo Guiding Principles and the Three Insights to Enterprise Excellence™. Small group discussions and on-site learning at a host organization make this program a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you learn how to release the latent potential in your organization and achieve enterprise excellence.
In the two days of this workshop, you will absorb knowledge gathered over decades of working with some of the best organizations in the world. You’ll discover how to create ideal results by building a sustainable culture of excellence based on core principles. On the second day of this workshop you’ll learn to see and evaluate—in a real-life setting— how well an existing culture is aligned with guiding principles in order to elicit ideal behaviors.
The Shingo Model™ is not an additional program or another initiative to implement. Rather, it introduces Shingo Guiding Principles on which to anchor your current initiatives.
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Innovation in Healthcare
Is your organization struggling to adapt to value-based payment? While this shift in payment is a threat to the current business model on which most health systems’ revenues are built, it also presents an opportunity to design and develop radically different models of care delivery. This capability, referred to as care model innovation, is different from traditional lean improvement efforts such as kaizen events and daily continuous improvement. It requires different systems and processes. Most health systems do not have care model innovation capability, and as a result, some model cell experiments are struggling to deliver breakthrough results.
This workshop serves as an introduction to the care model innovation capability through the lens of the development and diffusion of the Care in Place program at Atrius Health, a large multi-specialty and primary care physician group in eastern Massachusetts. In addition to a lean transformation effort beginning in 2008, Atrius has been developing a repeatable care model innovation process and building a dedicated innovation team and space over the past three years. Atrius’ first full innovation project resulted in the creation and diffusion of an elder urgent home care program, Care in Place. From January through November of 2016, Care in Place has seen 213 patients, prevented 83 unnecessary ER visits, and also prevented an estimated 41 potential subsequent hospitalizations. This has reduced the cost of care in the Medicare population by over $450,000 while achieving excellent patient and provider experience results.
At the end of this education experience participants will be able to: