Comments for Lean Healthcare Blog http://leanhealthcare.wordpress.com Quality, Innovation and Productivity Mon, 25 May 2009 13:01:44 +0000 http://wordpress.com/ hourly 1 Comment on Rescuing People from PRINCE2 by markeaton http://leanhealthcare.wordpress.com/2009/05/24/rescuing-people-from-prince2/#comment-22 markeaton Mon, 25 May 2009 13:01:44 +0000 http://leanhealthcare.wordpress.com/?p=234#comment-22 Hi Scott, Thanks for the comment. The Project Management aspects of what we do is controlled by Davinder Virdi and Mark Eaton and it would be best to email them for more details (davindervirdi@amnis.uk.com & markeaton@amnis.uk.com). Thanks again, Sam (Blog Moderator) Hi Scott,

Thanks for the comment. The Project Management aspects of what we do is controlled by Davinder Virdi and Mark Eaton and it would be best to email them for more details (davindervirdi@amnis.uk.com & markeaton@amnis.uk.com).

Thanks again,

Sam
(Blog Moderator)

]]> Comment on Rescuing People from PRINCE2 by scottspence http://leanhealthcare.wordpress.com/2009/05/24/rescuing-people-from-prince2/#comment-21 scottspence Mon, 25 May 2009 12:41:48 +0000 http://leanhealthcare.wordpress.com/?p=234#comment-21 Hi Ruth, I think you are correct - often people feel this way. PRINCE2 training is pretty homogeneous, following the same syllabus issued by the APMG so attending a different certified course might not help this situation. Taking a different tact however and looking at why this problem exists brings up some interesting solutions. This is what I have seen: 1. the organisation does not support the method. In particular senior management are not interested in managing by exception, issuing tolerances or anything like doing things differently. I suggest you go slow and bite off small chunks! 2. the training was not appropriate to the individual. PRINCE2 'out of the can' is for large projects, not small projects. Rather than a full Practitioner or Foundation certification course many (accidental) project managers would be better off with a slimmed down version. 3. The individual is doing tasks, not project management. Variant of above. Putting a layer of bureaucracy on a task is sure to make the whole experience unpleasant and who would blame that person for thinking it was PRINCE2. 4. Expectations are misaligned. PRINCE2 training does not 'make' a project manager. It is just a method, just as having a recipe does not make someone a chef. You need practise (lots of it) and to learn a few techniques from a seasoned pro (yes, if not on the job, often on a training course!) Those are the main ones that spring to mind. I'd be interested to hear more from you Ruth. Cheers Scott Hi Ruth,

I think you are correct – often people feel this way. PRINCE2 training is pretty homogeneous, following the same syllabus issued by the APMG so attending a different certified course might not help this situation.

Taking a different tact however and looking at why this problem exists brings up some interesting solutions. This is what I have seen:

1. the organisation does not support the method. In particular senior management are not interested in managing by exception, issuing tolerances or anything like doing things differently. I suggest you go slow and bite off small chunks!

2. the training was not appropriate to the individual. PRINCE2 ‘out of the can’ is for large projects, not small projects. Rather than a full Practitioner or Foundation certification course many (accidental) project managers would be better off with a slimmed down version.

3. The individual is doing tasks, not project management. Variant of above. Putting a layer of bureaucracy on a task is sure to make the whole experience unpleasant and who would blame that person for thinking it was PRINCE2.

4. Expectations are misaligned. PRINCE2 training does not ‘make’ a project manager. It is just a method, just as having a recipe does not make someone a chef. You need practise (lots of it) and to learn a few techniques from a seasoned pro (yes, if not on the job, often on a training course!)

Those are the main ones that spring to mind. I’d be interested to hear more from you Ruth.

Cheers

Scott

]]> Comment on Helping the drowning man by Mark Eaton http://leanhealthcare.wordpress.com/2007/09/08/helping-the-drowning-man/#comment-13 Mark Eaton Thu, 20 Sep 2007 15:11:00 +0000 http://leanhealthcare.wordpress.com/2007/09/08/helping-the-drowning-man/#comment-13 Hi Tony,<br/><br/>Thanks for the comment.<br/><br/>The event was opened with a very detailed review of the problem by the Department of Health and a regional agency.<br/><br/>Our work started with a simple group exercise (in teams of five and six) to explore the problem and then created a list of problems that we ranked using 'Paired Comparisons'.<br/><br/>We then did a similar exercise to get individuals to identify how important the problem was in the grand scheme of things.<br/><br/>Having got that we then went through a Scoping Process which helped them to put together a 'Compelling Need' and a range of measures and other aspects (if you would like to know how we did this in full please email me at markeaton(a)amnis-uk.com.<br/><br/>We then outlined different approaches to tackling the project and the resistence came when dates/actions were starting to be discussed.<br/><br/>Up till the last part everything was fine and I think it was the shock of having to actually commit to something. Hi Tony,

Thanks for the comment.

The event was opened with a very detailed review of the problem by the Department of Health and a regional agency.

Our work started with a simple group exercise (in teams of five and six) to explore the problem and then created a list of problems that we ranked using ‘Paired Comparisons’.

We then did a similar exercise to get individuals to identify how important the problem was in the grand scheme of things.

Having got that we then went through a Scoping Process which helped them to put together a ‘Compelling Need’ and a range of measures and other aspects (if you would like to know how we did this in full please email me at markeaton(a)amnis-uk.com.

We then outlined different approaches to tackling the project and the resistence came when dates/actions were starting to be discussed.

Up till the last part everything was fine and I think it was the shock of having to actually commit to something.

]]> Comment on Helping the drowning man by Tony http://leanhealthcare.wordpress.com/2007/09/08/helping-the-drowning-man/#comment-12 Tony Thu, 20 Sep 2007 14:51:00 +0000 http://leanhealthcare.wordpress.com/2007/09/08/helping-the-drowning-man/#comment-12 This is very typical. what tools did you use to express then need This is very typical. what tools did you use to express then need

]]> Comment on When is the right time? by Julian Winn http://leanhealthcare.wordpress.com/2007/07/23/when-is-the-right-time/#comment-11 Julian Winn Sat, 28 Jul 2007 21:10:00 +0000 http://leanhealthcare.wordpress.com/2007/07/23/when-is-the-right-time/#comment-11 Hi Mark.<br/><br/>You make a good point and it echoes the thoughts of others, not least of whom are Womack & Jones. Paraphrasing madly, in 'Lean Thinking' they noted that that improvement comes at the point where there is a need for change, and if there isn't one they suggest creating one - now that's radical!<br/><br/>Over the past 18 months I have been speaking with a doctor friend about changes in his practice. Very recently he realised that demand on his services and time was about to escalate markedly; the absence of colleagues was about to see to that. Grasping this is as the opportunity for change he has implemented the first of the service improvements we'd discussed - and the results have been (unsurprisingly) spectacular: Need led the change; change has led to great results. In a recent discussion we pondered how much better things would be today if the changes he has implemented had been incepted 18 months ago. Uummm.<br/><br/>Like you I believe 'the time in now' when it comes to making service improvement. It's less a matter of 'why wait' and more one of 'shouldn't wait'.<br/><br/>Julian Hi Mark.

You make a good point and it echoes the thoughts of others, not least of whom are Womack & Jones. Paraphrasing madly, in ‘Lean Thinking’ they noted that that improvement comes at the point where there is a need for change, and if there isn’t one they suggest creating one – now that’s radical!

Over the past 18 months I have been speaking with a doctor friend about changes in his practice. Very recently he realised that demand on his services and time was about to escalate markedly; the absence of colleagues was about to see to that. Grasping this is as the opportunity for change he has implemented the first of the service improvements we’d discussed – and the results have been (unsurprisingly) spectacular: Need led the change; change has led to great results. In a recent discussion we pondered how much better things would be today if the changes he has implemented had been incepted 18 months ago. Uummm.

Like you I believe ‘the time in now’ when it comes to making service improvement. It’s less a matter of ‘why wait’ and more one of ’shouldn’t wait’.

Julian

]]> Comment on Has Lean lost its cachet? by Lisa Green http://leanhealthcare.wordpress.com/2007/05/14/has-lean-lost-its-cachet-2/#comment-17 Lisa Green Mon, 28 May 2007 08:44:00 +0000 http://leanhealthcare.wordpress.com/2007/05/14/has-lean-lost-its-cachet-2/#comment-17 When applied properly, Lean techniques can dramatically improve healthcare services for doctors,nurses,administrators,consultants and patients. Jeffrey Clothier, chief of staff at Arkansas Veterans Hospital outlined how to reduce patient waiting time remove nonessential processing time and free up our hospitals go to www.leanhealthcareservices.com/blog.html When applied properly, Lean techniques can dramatically improve healthcare services for doctors,nurses,administrators,consultants and patients. Jeffrey Clothier, chief of staff at Arkansas Veterans Hospital outlined how to reduce patient waiting time remove nonessential processing time and free up our hospitals go to http://www.leanhealthcareservices.com/blog.html

]]> Comment on Has Lean lost its cachet? by Greg New http://leanhealthcare.wordpress.com/2007/05/14/has-lean-lost-its-cachet-2/#comment-16 Greg New Tue, 15 May 2007 12:48:00 +0000 http://leanhealthcare.wordpress.com/2007/05/14/has-lean-lost-its-cachet-2/#comment-16 Mark,<br/>I agree. My formula for success is similar yet simpler...The level to which an organization can implement any change is directly related to how well they develop their people. I believe that is what you are saying in your keys 2, 3, & 5. Furthermore, I believe this relates to an organizations understanding of purpose. The purpose of many organizations is often stated in simple terms to "make money", or to "satisfy the customer". This seems too easy to me. I believe that organizations that are successful in implementing lean understand the relationship of their business purpose and the development of the people in their organization. Mark,
I agree. My formula for success is similar yet simpler…The level to which an organization can implement any change is directly related to how well they develop their people. I believe that is what you are saying in your keys 2, 3, & 5. Furthermore, I believe this relates to an organizations understanding of purpose. The purpose of many organizations is often stated in simple terms to “make money”, or to “satisfy the customer”. This seems too easy to me. I believe that organizations that are successful in implementing lean understand the relationship of their business purpose and the development of the people in their organization.

]]> Comment on A New Understanding by Anonymous http://leanhealthcare.wordpress.com/2007/05/12/a-new-understanding/#comment-10 Anonymous Tue, 15 May 2007 08:34:00 +0000 http://leanhealthcare.wordpress.com/2007/05/12/a-new-understanding/#comment-10 Hi Mark,<br/><br/>A bit off topic..but HAPPY BIRTHDAY mate :)<br/><br/>I don't know any other way to get in touch with you at the moment!<br/><br/>Hedley.<br/><br/>Me@hedders.eclipse.co.uk Hi Mark,

A bit off topic..but HAPPY BIRTHDAY mate :)

I don’t know any other way to get in touch with you at the moment!

Hedley.

Me@hedders.eclipse.co.uk

]]> Comment on Are electronic mistakes acceptable? by Jackie Mackay http://leanhealthcare.wordpress.com/2007/01/03/are-electronic-mistakes-acceptable/#comment-9 Jackie Mackay Fri, 23 Feb 2007 05:50:00 +0000 http://leanhealthcare.wordpress.com/2007/01/03/are-electronic-mistakes-acceptable/#comment-9 About mistakes... yes we all make them and yes we all forgive them and move swiftly to balance things back to even. I just wonder firstly was it really a mistake? Anyway what's a mistake ? For example deviation from the Truth is a mistake which causes effects that range from a mere nod of acknowlegement to parting of the ways. <br/><br/>And was that a good thing or a bad thing? Is it STILL a 'Bad Thing' ?<br/>– that's the point.<br/><br/>Mistakes are here today and gone tomorrow. unless the 'mistake' is still hurting others. And so very often it's not really. nobody cares. <br/><br/>If you or they do care then act, talk, do what's wanted, or even needed, if you can – correct it then leave it alone.<br/><br/>Sometimes a mistake can create a bit of a scuffle and when this happens to me, I have been tempted to return a scuffle right back.<br/><br/>I am finding, more and more, that to take the 'blame' out of a mistake is to take a balanced view. About mistakes… yes we all make them and yes we all forgive them and move swiftly to balance things back to even. I just wonder firstly was it really a mistake? Anyway what’s a mistake ? For example deviation from the Truth is a mistake which causes effects that range from a mere nod of acknowlegement to parting of the ways.

And was that a good thing or a bad thing? Is it STILL a ‘Bad Thing’ ?
– that’s the point.

Mistakes are here today and gone tomorrow. unless the ‘mistake’ is still hurting others. And so very often it’s not really. nobody cares.

If you or they do care then act, talk, do what’s wanted, or even needed, if you can – correct it then leave it alone.

Sometimes a mistake can create a bit of a scuffle and when this happens to me, I have been tempted to return a scuffle right back.

I am finding, more and more, that to take the ‘blame’ out of a mistake is to take a balanced view.

]]> Comment on How can you claim to be an expert when…… by Mark Eaton http://leanhealthcare.wordpress.com/2007/02/08/how-can-you-claim-to-be-an-expert-when/#comment-8 Mark Eaton Fri, 09 Feb 2007 14:53:00 +0000 http://leanhealthcare.wordpress.com/2007/02/08/how-can-you-claim-to-be-an-expert-when/#comment-8 Sadly, it is often the case that the person speaking at a conference is perceived as an expert when in fact they might just be wannabes as you have discovered!<br/><br/>All the best Stuart! Sadly, it is often the case that the person speaking at a conference is perceived as an expert when in fact they might just be wannabes as you have discovered!

All the best Stuart!

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