The Lens

Lisa Yerian, MD, Chief Improvement Officer and Gastrointestinal and Hepatobiliary Pathologist at the Cleveland Clinic, shares about how Cleveland Clinic engaged 52,000 caregivers in a culture of continuous improvement on a quest to deliver safer, more efficient, and more compassionate care. Dr. Yerian also explains how this culture has enabled the organization to remain nimble and responsive throughout the COVID-19 pandemic.

Orry Fiume former VP of Finance and Admin at Wiremold and author of the Shingo Prize winning book “Real Numbers: Management Accounting in a Lean Organization”. We are discussing ­­­­­­­­­­­­­­­­­­­­­­­­­the importance of good metrics and how to use them. 

"Not everything that counts can be counted." - Orry Fiume

COVID-19 has impacted healthcare organizations across the globe in many different ways depending on the country or region they are in. We have found that those organizations who have a management system in place and are practicing the principles and behaviors of organizational excellence have been able to more rapidly adapt to the changing needs of their communities throughout the pandemic.

For our first internationally recorded podcast, I am joined by Gladys Bogoshi, CEO of a hospital in the Gauteng province in South Africa, which is the smallest, but most populated province in the country. They have been at the forefront of fighting COVID-19 in South Africa.

The Shingo Principles are the foundation to building a culture of continuous improvement. A big part of shaping a culture that drives organizational excellence is aligning the entire organization to its big goal – its why.

A recent article on HBR written by Ken Segel and John Toussaint stated that before the COVID-19 pandemic struck the US health care industry suffered more than 550,000 work-related injuries or illnesses per year. This number is significantly greater than any other industry. Healthcare leaders can prevent work-related injuries. In this episode Ken Seagel, Managing Director at Value Capture LLC, and John Toussaint, Executive Chairman of the Board at Catalysis, share five leadership imperatives to protecting healthcare workers.

Teams all over the world are now adjusting their huddles and works systems to meet their needs in a virtual environment. Jenn Christison, Senior Director – Improvement Strategy at Seattle Children’s, and her team have been experimenting with ways they can stay connected as a team and move the work forward in a virtual environment.

Healthcare is in the midst of a massive disruption. With financial structures in tatters and the future uncertain, this is the moment to begin the revolution. But first, leaders need to learn how to support staff at all levels as they make transformational improvements in care. John Toussaint and Kim Barnas are joining me today to discuss how healthcare leaders are implementing behavior-driven strategies to ensure quality and create lasting change.

Catalysis Healthcare Value Network member, Christie Clinic in Champaign, IL, used to see full waiting rooms as a sign of success, but the COVID-19 pandemic changed their perspective. They have put many process changes in place to limit exposure to the virus. Now their goal is to have empty waiting rooms as a way to keep patients and staff safe. In this episode Michelle Antonacci, Director of Clinical Services, shares about these changes, including their innovative Curbside care approach.

The COVID-19 pandemic turned many of our lives upside down and inside out, which highlighted the need for leaders to be able to help their staff by translating behavior and shifting thinking to help keep work environments positive for everyone. Today Kerri Burchill, Organizational Development Leader at Southern Illinois Health, will share a methodology that leaders can use to help staff who are struggling in the rapidly changing environment that COVID-19 has presented.

In this episode you will hear examples of conversations around tough topics facing healthcare workers across the country. These scenarios demonstrate the 4 step process that Kerri Burchill teaches. 

Jeremiah Hargrave, Process Improvement leader at Torrance Memorial in California, will talk with us about how they were able to help meet two core strategies; no layoffs and meet PPE needs by practicing their core values and continuous improvement practices.

Check out this related article "Can You Answer These Five Questions?," by John Toussaint