Lean leadership for healthcare: approaches to lean transformation
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| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Boca Raton
CRC Press, Taylor & Francis Group
[2013]
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| Schlagworte: | |
| Online-Zugang: | TUM01 Volltext |
| Beschreibung: | 1 Online-Ressource (xvii, 226 Seiten) |
| ISBN: | 9781466515550 1466515554 |
Internformat
MARC
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| 082 | 0 | |a 362.1068 |2 23 | |
| 100 | 1 | |a Bercaw, Ronald G. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Lean leadership for healthcare |b approaches to lean transformation |c Ronald G. Bercaw ; foreword by John P. Poole |
| 264 | 1 | |a Boca Raton |b CRC Press, Taylor & Francis Group |c [2013] | |
| 300 | |a 1 Online-Ressource (xvii, 226 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 505 | 8 | |a Includes bibliographical references and index | |
| 505 | 8 | |a 1. Lean at a Glance -- What Is Lean Healthcare? -- Value-Added -- Nonvalue-Added -- First Theme of Lean Improvement: Continuous Improvement -- Second Theme of Lean Improvement: Respect for All People -- Seven Wastes -- Overproduction -- Waiting -- Overprocessing -- Inventory -- Motion -- Defects -- Transportation -- Two Additional Wastes -- Unused Human Capital -- Waste of Organizational Design -- Principles of Improvement -- Flow -- Pull -- Defect-Free -- Visual Management -- Kaizen -- Lean Healthcare Defined -- Summary: Key Points from Chapter 1 -- 2. Creating and Deploying a Lean Strategy -- Creating a Culture of Improvement -- Seven-Phase Policy Deployment Process -- Step 1 Establish the Organizational Vision -- Step 2 Develop Three- to Five-Year Breakthrough Objectives -- True North Measures -- Step 3 Develop the Annual Breakthrough Objectives and Improvement Priorities -- Identify Top-Level Improvement Priorities | |
| 505 | 8 | |a Selecting the Top-Level Improvement Priorities -- Step 4 Deploy the Improvement Priorities -- Step 5 Implement the Improvement Priorities -- Use a Value Stream Approach to Improvement -- Lean Tools -- Kaizen -- Step 6 Monthly Review -- Step 7 Annual Review -- Enablers of Hoshin Kanri -- World-Class Targets for Improvement -- Summary: Key Points from Chapter 2 -- 3. Leading Change -- The Transformation Roadmap -- Phase 1: "Get Ready" -- Beginning the Journey -- Phase I: Preparing to Transform (Get Ready) -- Building the Infrastructure -- Selecting Your Change Agent -- Get Informed -- Get Help -- Establish a Steering Committee -- Train Your Internal Experts -- Develop and Deploy a Communication Campaign -- Summary: Key Points from Chapter 3 -- 4. The Transformation Roadmap -- Phase 2: The Acceleration Phase (Improve, Sustain, and Spread) -- Delivering on Preparation Efforts -- Step 1 Ensure You Have Selected the Right Value Streams on Which to Focus | |
| 505 | 8 | |a Step 2 Establish Value Stream Governance and Set Up Your Value Stream Performance System -- Step 3 Utilize A-3 Thinking to Realize Improvement -- Step 4 Sustain the Improvements and Manage Visually -- A Beginning Place for Visual Management of Process -- Using Visual Management for Process Control -- Using Visual Management for Improving Results: Managing for Daily Improvement -- Control Systems for Visual Management -- Peer Task Audits (Kamishibai) -- Step 5 Capture the Savings -- Step 6 Support Your Change with Ongoing Training and Coaching -- Lean Coaching -- Step 7 Spread Lean Thinking across the Organization -- Replication of Artifacts, Products, Solutions, and Process -- Adding Additional Value Streams -- Summary: Key Points from Chapter 4 -- 5. The Transformation Road Map -- Phase 3: Make Organizational Improvement the "New" Culture -- Changing to the New Organizational Structure -- Lean Capacity Building -- Lean Information Technology | |
| 505 | 8 | |a Lean Finance -- Lean Human Resources -- Lean Supply Chain -- Lean Project Management, Lean Construction, and Lean New Service Introduction -- Lean Leadership Processes -- Medical Leadership Processes -- Taking Lean beyond Your Four Walls -- Summary: Key Points from Chapter 5 -- 6. Leadership Behaviors and Actions for Success -- Leading by Example -- Participate -- Learn the Tools -- Rotate Teaching of the Core Lean Tools -- Book of the Month Club -- Become a Lean Facilitator -- Walk the Value Streams -- Commit the Resources to Be Successful -- Facilitation -- Team Resources -- Middle Management Expectations -- Supplies -- External Resources -- Hold People Accountable -- Address Antibodies -- Redeployment versus Unemployment -- Monitor and Demand Results -- Believe -- Summary: Key Points from Chapter 6 -- 7. Mitigating Transformation Risk and Avoiding Common Mistakes -- Being Successful and Avoiding Failure -- Don't Waste the First Six to Nine Months | |
| 505 | 8 | |a Managing the Breadth and Depth of the Change -- Leadership, Management, Support Staff, and Medical Staff Engagement -- Inability to Operate Two Systems -- Common Errors to Organizational Change Efforts -- Summary: Key Points from Chapter 7 -- 8. Closing Thoughts | |
| 650 | 7 | |a MEDICAL / Administration |2 bisacsh | |
| 650 | 7 | |a MEDICAL / Practice Management & Reimbursement |2 bisacsh | |
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Medizin | |
| 650 | 4 | |a Health services administrators | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Management | |
| 700 | 1 | |a Poole, John P. |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe, Paperback |z 978-1-4665-1554-3 |
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Datensatz im Suchindex
| _version_ | 1804175028427685888 |
|---|---|
| any_adam_object | |
| author | Bercaw, Ronald G. |
| author_facet | Bercaw, Ronald G. |
| author_role | aut |
| author_sort | Bercaw, Ronald G. |
| author_variant | r g b rg rgb |
| building | Verbundindex |
| bvnumber | BV042794658 |
| collection | ZDB-4-NLEBK |
| contents | Includes bibliographical references and index 1. Lean at a Glance -- What Is Lean Healthcare? -- Value-Added -- Nonvalue-Added -- First Theme of Lean Improvement: Continuous Improvement -- Second Theme of Lean Improvement: Respect for All People -- Seven Wastes -- Overproduction -- Waiting -- Overprocessing -- Inventory -- Motion -- Defects -- Transportation -- Two Additional Wastes -- Unused Human Capital -- Waste of Organizational Design -- Principles of Improvement -- Flow -- Pull -- Defect-Free -- Visual Management -- Kaizen -- Lean Healthcare Defined -- Summary: Key Points from Chapter 1 -- 2. Creating and Deploying a Lean Strategy -- Creating a Culture of Improvement -- Seven-Phase Policy Deployment Process -- Step 1 Establish the Organizational Vision -- Step 2 Develop Three- to Five-Year Breakthrough Objectives -- True North Measures -- Step 3 Develop the Annual Breakthrough Objectives and Improvement Priorities -- Identify Top-Level Improvement Priorities Selecting the Top-Level Improvement Priorities -- Step 4 Deploy the Improvement Priorities -- Step 5 Implement the Improvement Priorities -- Use a Value Stream Approach to Improvement -- Lean Tools -- Kaizen -- Step 6 Monthly Review -- Step 7 Annual Review -- Enablers of Hoshin Kanri -- World-Class Targets for Improvement -- Summary: Key Points from Chapter 2 -- 3. Leading Change -- The Transformation Roadmap -- Phase 1: "Get Ready" -- Beginning the Journey -- Phase I: Preparing to Transform (Get Ready) -- Building the Infrastructure -- Selecting Your Change Agent -- Get Informed -- Get Help -- Establish a Steering Committee -- Train Your Internal Experts -- Develop and Deploy a Communication Campaign -- Summary: Key Points from Chapter 3 -- 4. The Transformation Roadmap -- Phase 2: The Acceleration Phase (Improve, Sustain, and Spread) -- Delivering on Preparation Efforts -- Step 1 Ensure You Have Selected the Right Value Streams on Which to Focus Step 2 Establish Value Stream Governance and Set Up Your Value Stream Performance System -- Step 3 Utilize A-3 Thinking to Realize Improvement -- Step 4 Sustain the Improvements and Manage Visually -- A Beginning Place for Visual Management of Process -- Using Visual Management for Process Control -- Using Visual Management for Improving Results: Managing for Daily Improvement -- Control Systems for Visual Management -- Peer Task Audits (Kamishibai) -- Step 5 Capture the Savings -- Step 6 Support Your Change with Ongoing Training and Coaching -- Lean Coaching -- Step 7 Spread Lean Thinking across the Organization -- Replication of Artifacts, Products, Solutions, and Process -- Adding Additional Value Streams -- Summary: Key Points from Chapter 4 -- 5. The Transformation Road Map -- Phase 3: Make Organizational Improvement the "New" Culture -- Changing to the New Organizational Structure -- Lean Capacity Building -- Lean Information Technology Lean Finance -- Lean Human Resources -- Lean Supply Chain -- Lean Project Management, Lean Construction, and Lean New Service Introduction -- Lean Leadership Processes -- Medical Leadership Processes -- Taking Lean beyond Your Four Walls -- Summary: Key Points from Chapter 5 -- 6. Leadership Behaviors and Actions for Success -- Leading by Example -- Participate -- Learn the Tools -- Rotate Teaching of the Core Lean Tools -- Book of the Month Club -- Become a Lean Facilitator -- Walk the Value Streams -- Commit the Resources to Be Successful -- Facilitation -- Team Resources -- Middle Management Expectations -- Supplies -- External Resources -- Hold People Accountable -- Address Antibodies -- Redeployment versus Unemployment -- Monitor and Demand Results -- Believe -- Summary: Key Points from Chapter 6 -- 7. Mitigating Transformation Risk and Avoiding Common Mistakes -- Being Successful and Avoiding Failure -- Don't Waste the First Six to Nine Months Managing the Breadth and Depth of the Change -- Leadership, Management, Support Staff, and Medical Staff Engagement -- Inability to Operate Two Systems -- Common Errors to Organizational Change Efforts -- Summary: Key Points from Chapter 7 -- 8. Closing Thoughts |
| ctrlnum | (ZDB-4-NLEBK)562866 (OCoLC)839685980 (DE-599)BVBBV042794658 |
| dewey-full | 362.1068 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 362 - Social problems and services to groups |
| dewey-raw | 362.1068 |
| dewey-search | 362.1068 |
| dewey-sort | 3362.1068 |
| dewey-tens | 360 - Social problems and services; associations |
| discipline | Soziologie |
| format | Electronic eBook |
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| id | DE-604.BV042794658 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:09:46Z |
| institution | BVB |
| isbn | 9781466515550 1466515554 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-028224430 |
| oclc_num | 839685980 |
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| physical | 1 Online-Ressource (xvii, 226 Seiten) |
| psigel | ZDB-4-NLEBK ZDB-4-NLEBK TUM_PDA_EBSCOMED_Kauf |
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| record_format | marc |
| spelling | Bercaw, Ronald G. Verfasser aut Lean leadership for healthcare approaches to lean transformation Ronald G. Bercaw ; foreword by John P. Poole Boca Raton CRC Press, Taylor & Francis Group [2013] 1 Online-Ressource (xvii, 226 Seiten) txt rdacontent c rdamedia cr rdacarrier Includes bibliographical references and index 1. Lean at a Glance -- What Is Lean Healthcare? -- Value-Added -- Nonvalue-Added -- First Theme of Lean Improvement: Continuous Improvement -- Second Theme of Lean Improvement: Respect for All People -- Seven Wastes -- Overproduction -- Waiting -- Overprocessing -- Inventory -- Motion -- Defects -- Transportation -- Two Additional Wastes -- Unused Human Capital -- Waste of Organizational Design -- Principles of Improvement -- Flow -- Pull -- Defect-Free -- Visual Management -- Kaizen -- Lean Healthcare Defined -- Summary: Key Points from Chapter 1 -- 2. Creating and Deploying a Lean Strategy -- Creating a Culture of Improvement -- Seven-Phase Policy Deployment Process -- Step 1 Establish the Organizational Vision -- Step 2 Develop Three- to Five-Year Breakthrough Objectives -- True North Measures -- Step 3 Develop the Annual Breakthrough Objectives and Improvement Priorities -- Identify Top-Level Improvement Priorities Selecting the Top-Level Improvement Priorities -- Step 4 Deploy the Improvement Priorities -- Step 5 Implement the Improvement Priorities -- Use a Value Stream Approach to Improvement -- Lean Tools -- Kaizen -- Step 6 Monthly Review -- Step 7 Annual Review -- Enablers of Hoshin Kanri -- World-Class Targets for Improvement -- Summary: Key Points from Chapter 2 -- 3. Leading Change -- The Transformation Roadmap -- Phase 1: "Get Ready" -- Beginning the Journey -- Phase I: Preparing to Transform (Get Ready) -- Building the Infrastructure -- Selecting Your Change Agent -- Get Informed -- Get Help -- Establish a Steering Committee -- Train Your Internal Experts -- Develop and Deploy a Communication Campaign -- Summary: Key Points from Chapter 3 -- 4. The Transformation Roadmap -- Phase 2: The Acceleration Phase (Improve, Sustain, and Spread) -- Delivering on Preparation Efforts -- Step 1 Ensure You Have Selected the Right Value Streams on Which to Focus Step 2 Establish Value Stream Governance and Set Up Your Value Stream Performance System -- Step 3 Utilize A-3 Thinking to Realize Improvement -- Step 4 Sustain the Improvements and Manage Visually -- A Beginning Place for Visual Management of Process -- Using Visual Management for Process Control -- Using Visual Management for Improving Results: Managing for Daily Improvement -- Control Systems for Visual Management -- Peer Task Audits (Kamishibai) -- Step 5 Capture the Savings -- Step 6 Support Your Change with Ongoing Training and Coaching -- Lean Coaching -- Step 7 Spread Lean Thinking across the Organization -- Replication of Artifacts, Products, Solutions, and Process -- Adding Additional Value Streams -- Summary: Key Points from Chapter 4 -- 5. The Transformation Road Map -- Phase 3: Make Organizational Improvement the "New" Culture -- Changing to the New Organizational Structure -- Lean Capacity Building -- Lean Information Technology Lean Finance -- Lean Human Resources -- Lean Supply Chain -- Lean Project Management, Lean Construction, and Lean New Service Introduction -- Lean Leadership Processes -- Medical Leadership Processes -- Taking Lean beyond Your Four Walls -- Summary: Key Points from Chapter 5 -- 6. Leadership Behaviors and Actions for Success -- Leading by Example -- Participate -- Learn the Tools -- Rotate Teaching of the Core Lean Tools -- Book of the Month Club -- Become a Lean Facilitator -- Walk the Value Streams -- Commit the Resources to Be Successful -- Facilitation -- Team Resources -- Middle Management Expectations -- Supplies -- External Resources -- Hold People Accountable -- Address Antibodies -- Redeployment versus Unemployment -- Monitor and Demand Results -- Believe -- Summary: Key Points from Chapter 6 -- 7. Mitigating Transformation Risk and Avoiding Common Mistakes -- Being Successful and Avoiding Failure -- Don't Waste the First Six to Nine Months Managing the Breadth and Depth of the Change -- Leadership, Management, Support Staff, and Medical Staff Engagement -- Inability to Operate Two Systems -- Common Errors to Organizational Change Efforts -- Summary: Key Points from Chapter 7 -- 8. Closing Thoughts MEDICAL / Administration bisacsh MEDICAL / Practice Management & Reimbursement bisacsh Führung Medizin Health services administrators Leadership Management Poole, John P. Sonstige oth Erscheint auch als Druck-Ausgabe, Paperback 978-1-4665-1554-3 Erscheint auch als Druck-Ausgabe, Paperback 1-4665-1554-6 http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=562866 Aggregator Volltext |
| spellingShingle | Bercaw, Ronald G. Lean leadership for healthcare approaches to lean transformation Includes bibliographical references and index 1. Lean at a Glance -- What Is Lean Healthcare? -- Value-Added -- Nonvalue-Added -- First Theme of Lean Improvement: Continuous Improvement -- Second Theme of Lean Improvement: Respect for All People -- Seven Wastes -- Overproduction -- Waiting -- Overprocessing -- Inventory -- Motion -- Defects -- Transportation -- Two Additional Wastes -- Unused Human Capital -- Waste of Organizational Design -- Principles of Improvement -- Flow -- Pull -- Defect-Free -- Visual Management -- Kaizen -- Lean Healthcare Defined -- Summary: Key Points from Chapter 1 -- 2. Creating and Deploying a Lean Strategy -- Creating a Culture of Improvement -- Seven-Phase Policy Deployment Process -- Step 1 Establish the Organizational Vision -- Step 2 Develop Three- to Five-Year Breakthrough Objectives -- True North Measures -- Step 3 Develop the Annual Breakthrough Objectives and Improvement Priorities -- Identify Top-Level Improvement Priorities Selecting the Top-Level Improvement Priorities -- Step 4 Deploy the Improvement Priorities -- Step 5 Implement the Improvement Priorities -- Use a Value Stream Approach to Improvement -- Lean Tools -- Kaizen -- Step 6 Monthly Review -- Step 7 Annual Review -- Enablers of Hoshin Kanri -- World-Class Targets for Improvement -- Summary: Key Points from Chapter 2 -- 3. Leading Change -- The Transformation Roadmap -- Phase 1: "Get Ready" -- Beginning the Journey -- Phase I: Preparing to Transform (Get Ready) -- Building the Infrastructure -- Selecting Your Change Agent -- Get Informed -- Get Help -- Establish a Steering Committee -- Train Your Internal Experts -- Develop and Deploy a Communication Campaign -- Summary: Key Points from Chapter 3 -- 4. The Transformation Roadmap -- Phase 2: The Acceleration Phase (Improve, Sustain, and Spread) -- Delivering on Preparation Efforts -- Step 1 Ensure You Have Selected the Right Value Streams on Which to Focus Step 2 Establish Value Stream Governance and Set Up Your Value Stream Performance System -- Step 3 Utilize A-3 Thinking to Realize Improvement -- Step 4 Sustain the Improvements and Manage Visually -- A Beginning Place for Visual Management of Process -- Using Visual Management for Process Control -- Using Visual Management for Improving Results: Managing for Daily Improvement -- Control Systems for Visual Management -- Peer Task Audits (Kamishibai) -- Step 5 Capture the Savings -- Step 6 Support Your Change with Ongoing Training and Coaching -- Lean Coaching -- Step 7 Spread Lean Thinking across the Organization -- Replication of Artifacts, Products, Solutions, and Process -- Adding Additional Value Streams -- Summary: Key Points from Chapter 4 -- 5. The Transformation Road Map -- Phase 3: Make Organizational Improvement the "New" Culture -- Changing to the New Organizational Structure -- Lean Capacity Building -- Lean Information Technology Lean Finance -- Lean Human Resources -- Lean Supply Chain -- Lean Project Management, Lean Construction, and Lean New Service Introduction -- Lean Leadership Processes -- Medical Leadership Processes -- Taking Lean beyond Your Four Walls -- Summary: Key Points from Chapter 5 -- 6. Leadership Behaviors and Actions for Success -- Leading by Example -- Participate -- Learn the Tools -- Rotate Teaching of the Core Lean Tools -- Book of the Month Club -- Become a Lean Facilitator -- Walk the Value Streams -- Commit the Resources to Be Successful -- Facilitation -- Team Resources -- Middle Management Expectations -- Supplies -- External Resources -- Hold People Accountable -- Address Antibodies -- Redeployment versus Unemployment -- Monitor and Demand Results -- Believe -- Summary: Key Points from Chapter 6 -- 7. Mitigating Transformation Risk and Avoiding Common Mistakes -- Being Successful and Avoiding Failure -- Don't Waste the First Six to Nine Months Managing the Breadth and Depth of the Change -- Leadership, Management, Support Staff, and Medical Staff Engagement -- Inability to Operate Two Systems -- Common Errors to Organizational Change Efforts -- Summary: Key Points from Chapter 7 -- 8. Closing Thoughts MEDICAL / Administration bisacsh MEDICAL / Practice Management & Reimbursement bisacsh Führung Medizin Health services administrators Leadership Management |
| title | Lean leadership for healthcare approaches to lean transformation |
| title_auth | Lean leadership for healthcare approaches to lean transformation |
| title_exact_search | Lean leadership for healthcare approaches to lean transformation |
| title_full | Lean leadership for healthcare approaches to lean transformation Ronald G. Bercaw ; foreword by John P. Poole |
| title_fullStr | Lean leadership for healthcare approaches to lean transformation Ronald G. Bercaw ; foreword by John P. Poole |
| title_full_unstemmed | Lean leadership for healthcare approaches to lean transformation Ronald G. Bercaw ; foreword by John P. Poole |
| title_short | Lean leadership for healthcare |
| title_sort | lean leadership for healthcare approaches to lean transformation |
| title_sub | approaches to lean transformation |
| topic | MEDICAL / Administration bisacsh MEDICAL / Practice Management & Reimbursement bisacsh Führung Medizin Health services administrators Leadership Management |
| topic_facet | MEDICAL / Administration MEDICAL / Practice Management & Reimbursement Führung Medizin Health services administrators Leadership Management |
| url | http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=562866 |
| work_keys_str_mv | AT bercawronaldg leanleadershipforhealthcareapproachestoleantransformation AT poolejohnp leanleadershipforhealthcareapproachestoleantransformation |