Our methodology emphasizes our alignment first with our clients principles and values, second with their objectives, capabilities and culture. It is in the understanding our clients’ beliefs, strategy, culture, and alignment with our experience that enables our model to work in harmony with organizations of so many sizes, industries, and skill levels.
Working with business objectives that are most often represented by: quality outcomes, patient safety, compliance, revenue (growth), EBIT, and working capital (cash) has tested our model over and over again. Our belief is that Lean is a methodology that helps our clients systemically achieve their objectives, faster, stronger and with less risk through the development continual creation of learning/teaching moments that are the foundation of problem solving and people development.
Following The Shingo Model for Operational Excellence, we believe that at the core of any organization are the Principles that determine one’s foundation for all decision making. Where Principles establish the foundation, it is the systems within an organization that must be designed to support these same principles and guide personnel to succeed in operations in a fashion consistent with underlying principles and values. It is the appropriate selection, integration and customization of the appropriate tools and systems that yourmanagement system emerges. A management system consistent with your organization’s skills, capabilities, processes and objectives. In turn and in time, it is these tools and capabilities that provide the building blocks from which to design and improve the myriad of systems that together help leaders, organizations and employees deliver value to their customers.
Lean fundamentally helps createnew operational capabilities such as improvements in quality, lead time, wait time, cost, capacity, productivity, and speed to market (new service lines, new products, new regions). It is these capabilities (e.g. Develop new products in ½ the time and 40% lower cost, improve productivity by 41%, reduce turnaround times by 50-70%, ect), that serve as performance catalysts for your organization and your leadership teams. It is the development and application of new operational capabilities and processes that creates new framework from which to consider entering new markets, expanding existing market share and/or develop new products and services is how our clients link Lean toBusiness Strategy..
Not all industries, organizations, executive, locations, departments, nor managers will want to, or need to, engage Lean in the same way. Having an engagement model that is designed to first seek to understand your situation, then aligns to be meet your needs is imperative to the success of the design, launch and (cultural) acceptance of any Lean program.
We describe the role(s) that we play with our clients as analogous to the key roles when building a house: Architect, General Contractor, Sub Contractor and Designer. As the architect, serve as the one who listens, understands, designs and develops renditions and schematics of what might be possible and seeks to understand your needs and develops the model(s) that best address your organizations needs.
As general contractor we help our client bring designs (i.e. objectives and strategies) to reality. Establishing milestones, schedules, timelines, selecting and managing sub contractors, are all part of the building process. As General Contractor we must build processes where there may be none today, we must deploy solutions that today may only be followed by 40% of providers (or staff), we must develop capabilities where today we may be lacking, we must introduce, build and train leaders on the operations and use of new management systems.
To build the home (or management system) the general contractor needs sub contractors; those who build processes, deploy visual management, document and spread solutions across the organization. We are often engaged to support, teach, provide and/or internalize within the organization the various skilled trades that will be needed to run, operate and continually improve the management system. In healthcare, this would include the development the internal capabilities to improve access, patient satisfaction, core measures, clinical outcomes, productivity, etc all represent unique approaches to improvement (i.e. require a different skill or set of skilled trades to accomplish).
The role of designer is to help with localization of solutions and standards. Assist in the proper customization and localization of traditional lean tools and/or standards that may have been developed at a higher level. Depending in your needs, experience and internal capabilities, we will take the time to size, scope and tailor our engagement to best meet your current and future needs.
Much has been written about, but very few Lean programs have addressed how their leaders: think, lead, coach, mentor and learn as part of running their organizations. Emphasizing the how and the why of change management and developing system oriented solutions as the pathway to system wide performance improvement is our starting point. It is from this perspective that the key components of leadership development begin to fall into play. Components such as hoshin planning, dashboards, Gemba walks, visual management, daily huddles, kaizen events, MDI and A3 thinking become clearly seen as elements of people development..
Companies who are successful with lean are not successful by accident.Successful companies understand the value in the integration principles, systemsand tools thinking before determining where to begin, how to begin, how many events to run and the resources needs of the work effort. Finding the right balance of process improvement (results), strategy (alignment), training and people development is the key. Process improvement without development of staff yields unsustainable results. Improvement without a context or framework too often results in isolated pockets of success, rarely impacting overall process, value stream, service line or overall business. Training without process improvement yields poor ROI. Hence the role and importance of a mobilization model and management system framework in a lean journey.
In our approach, culture change is a resultant of a multidimensional transformation model that actively integrates the development of your people and teams.. A resultant of constancy of purpose, consistency of approach, development of people, and appropriate leadership behavior. We define the changing of culture as the enhancement of an organizations ability to adapt, to accept and process the ever changing expectations, personalities, and situations found in. Culture change does happen by osmosis. It must be designed, constructed, and molded to match your organization and your business.