Autorentext

Dr. Shannon Flumerfelt is an established author, professor, and consultant for executive training and development in Lean leadership. She has provided training, coaching, and various services to many successful current or emergent Lean leaders.

She is the founder of Characters Lean Consulting (CLC) and has been instrumental in seeking Lean Continuous Improvement solutions for all sectors, especially for those where Lean is not common, such as the public sector and education. Dr. Flumerfelt is an Endowed Professor of Lean at Oakland University and is the Program Coordinator for the Lean Leadership Graduate Programs. She has published nine books and over 100 articles and is often called on for professional development advice and counsel, team development assistance, workshops, and speaking. She is the founder of the CASE Scholars initiative, providing noted scholarly volumes on leadership and systems complexity in aerospace engineering.

Michael Lerchenfeldt is Lean Black Belt Certification and a Doctoral Student, Department of Organizational Leadership, Oakland University. For over 15 years, Mike has taught English/language arts (ELA), math, and science classes at Iroquois Middle School in Chippewa Valley Schools. He graduated from Oakland University and Saginaw Valley State University with degrees in education and awards for exemplary volunteer service. He has presented and consulted at state and regional workshops and conferences on instructional design, personalized learning, digital transformation, ed-tech, and equity.

In addition to researching and evaluating programs, his inherent curiosity inspired him to serve his community as a freelance writer. He is an expert in home buying and advocacy and has written hundreds of articles for websites, newspapers, and magazines. He loves the process of composing a story.

Klappentext

In today's healthcare landscape, Lean principles are crucial for addressing issues such as patient safety, wait times, medical errors, cost reduction, and staff efficiency, aiming to improve patient outcomes and create a more efficient and patient-centered system. The methodologies are crucial because they help improve efficiency, reduce waste, enhance patient safety and quality of care, and ultimately lower costs by focusing on continuous improvement and streamlining processes.

Through interviews with a leading healthcare executive, this book relates the journey of learning and growth as shared through storytelling, reflecting, and releasing tested wisdom. She describes how her organization grew and mastered respect for people and process/system improvement to critically and substantially impact the business case of her organization. By fostering a culture of continuous improvement, this Great Lean Leader unfolds her truths for how her organization got to sustainable success and continues the relentless pursuit of value creation. She also outlines the lessons learned on how to unlock a multitude of benefits, propelling organizations toward excellence.

The book is designed to provide several reference points for reading and learning about the whats, whys, and hows of Lean Leadership. The chapters are based on the workplace and represent stories shared with authenticity and transparency based on two interviews with the Great Lean Leader. The book has five sections: an overview of two interviews, a referenced section of three Lean Leadership strategies and tactics and three benefits, a summary of observed Great Lean Leader competencies, and links and transcripts of the interviews. A final summary chapter is based on a group panel session and contains a review of intensive interviews, along with a set of detailed teaching lessons. Descriptions of Lean principles and Lean tools are scattered throughout the book to add relevance and expand the reader's knowledge of Lean methodologies.

Inhalt

Chapter 1: Introduction to Great Lean Leader, Dr. Margaret Dimond, President, University of Michigan Healthcare Network Culture Before Process Chapter 2: Great Lean Leader Power Points from Dr. Margaret Dimond Chapter 3: Great Lean Leader Competencies Map Chapter 4: Dr. Margaret Dimond Interview Transcripts Chapter 5: Summary of Panel Discussion of Great Lean Leaders