ValuMetrix Association of Process Excellence Annual Healthcare Forum
The ValuMetrix Association of Process Excellence (VAPEx) is an international peer group of healthcare professionals who manage process improvement initiatives. Each year, we gather to learn from industry experts, network and share best practices.
Key take-aways from the 2007 meeting of the ValuMetrix Association of Process Excellence
Process improvement leaders convene in Chicago to share knowledge, best practices
“Embrace the miss,” proclaimed David Mann, the keynote speaker at ValuMetrix APEx 2007. Speaking to the gathering of Process Excellence leaders in Chicago, the author of Creating a Lean Culture explained that every mistake is an opportunity to “smoke out” and eliminate flaws in a process. If staff members are reprimanded for their mistakes, they will hide them and deprive you of that information.
Mr. Mann’s address was part of a two-day conference that included workshops on the finer points of Lean, a panel discussion on applying Lean to a healthcare setting, and a Lean-themed performance by a comedy improv troupe. “It was great to network with people who have already done things we’re planning to do,” said Pam Good, Director of Laboratory Services at BroMenn Regional Medical Center in Normal, IL. “Now we’re aware of both the problems we might encounter and some possible solutions.”
Leading a Lean Organization
Key takeaways from David Mann’s keynote address
What characterizes a Lean leader? Most organizations look for “results- oriented” managers who “solve problems and gets things done.” But Lean is a system of ongoing improvement. Lean thinkers search out problems where none are thought to exist. Then they work to eliminate the causes. In a Lean manager’s view, negative feedback is the most valuable of all because it prompts adaptive change. That’s why Lean managers set up their systems to be very sensitive to problems. A results-oriented executive will bellow, “Do you need me to help?” As soon as you start hitting the goal, you never see him anymore (which may be an additional incentive to meet the goal). As soon as you meet a goal set by a Lean manager, he brings other people around to see your process.
Lean management is difficult, not because it’s complex, but because it is different. You have to change your organization’s culture and habits. And those habits have had a long history of reinforcement. That’s why bad habits are not broken; they are methodically extinguished. In a process that is similar to extinguishing a campfire, you have repeatedly douse, stir, and douse. It’s a cumulative process, completely reversible if you don’t persist.
Success measures should reflect the health of a process Just as Lean leaders focus on process, your measures of success should reflect not results, but the health of your process. If you reach the point where you’re achieving your goals 95% of time, you want to stress the system and expose sources of failure. Otherwise, you’ll never find ways to get better. “I know I’m not perfect,” Mr. Mann explained. “And if I’m not perfect, I want to see my problems. Respect the problem and learn everything about it. Who were its parents and grandparents? Then pull it out by its roots.”
David Mann, Ph.D. is Manager of Lean Management and Organization at Steelcase, Inc. in Grand Rapids, Michigan. He is the author of Creating a Lean Culture.
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