All Episodes
The Lens — 126 episodes
118. One System One Strategy at UMass
117. Coaching for Everyone
116. Going to See a Culture of Improvement at OhioHealth
115. Psychological Safety Unlocks Continuous Improvement
114.5. Why We need AI in Healthcare
114. First Time at a Lean Summit
113. Relational Coordination Analytics in Facilitating Change
112. Improvement of ROI Community of Practice
111. My Lean Transformation Journey at Stanford Children’s
110. What It Takes to Lead Lasting Healthcare Transformation
109. Reflections on a Career of Leadership in Healthcare
108. Introducing our New CEO
107. Improvement and OD Teams working together for Improvement Capability Development at Stanford Children’s
106. How to Translate New Learnings to Actionable Plans
105. The Power of Going to Gemba at Different Sites
104. The Explosion and Impact of Electronic Health Information on Care Delivery
103. The Journey from Pharmacy to Improvement and Quality
102. Advancing Health Equity: A Path Forward
101. Better Care Coalition Follow-Up
100. Reflecting on 100 Episodes of The Lens
99. Reflections of a Healthcare CEO in a Time of Crisis
98. The Winding Road to Chief Nursing Officer
97. How to PDSA your Internal Management System Training
96. Reducing Mental Health Gaps with a Digital Ecosystem
95. Baldridge Award Journey and Operational Improvement
94. Leading to Engage
93. Equity Panel
92. Sal the Sepsis Sea Otter at Cook County
91. Modular Integration in Healthcare Facilities
90. Using Appreciative Inquiry in Healthcare
89. UW Medicine Valley Medical Center Process Improvement Gold Star Program
88. The Importance of Alignment in Healthcare
87. Preventing Harm through Root Cause Analysis
86. The Mistakes that Make Us
85. The Better Care Plan
84. Making Change Stick
83. Community Health Network RCA Process
82. Spreading Learning in Nigeria
81. The Lean Management System in Action
80. University Emergency Department Redesign
79. UW Medicine, Valley Medical Center Improvement Idea Program
78. Transitioning to healthcare improvement from other industries
77. Digital Integration and Workflow Design
76. A Long Transformational Journey at Trinity Muscatine
75. Hosting a Gemba Visit
74. Critical Pathways
73. Getting the Board Involved
72. Daily Management System Spread and Sustainment
71. Innovative Problem Solving through Collaboration
70. Helsinki University Hospital – Self-Assessment Instrument
69. Addressing Discharge Barriers at UMass
68. Reflections on Lean in Healthcare: Insights for the Future
67. Learning Lean Implementation in Healthcare
66. Objectives and Key Results
65. How to Translate New Learnings to Actionable Plans
64. Reflections on a Career of Improvement
63. Psychological Barriers to Problem-Solving and Agility in Healthcare
62. New Care Model Development
61. Closing the Loop at Intermountain Healthcare
60. UMass Memorial’s Operating Room Preference Card Optimization Project
59. Lean Management IS your Quality-PI-Safety-Risk Management Program
58. How to Build a Better Boat and Keep it Afloat
57. Adapting Huddles for a Hybrid Remote World
56. Adding a Higher Tiered Non-Clinical Huddle
55. Learnings from Using Leader Standard Work
54. How a Buddy System Supports Personal Development
53. What the RaDonda Vaught Case Teaches Us About Culture’s Influence on Patient Safety
52. Using the Model Cell Approach to Lean Implementation
51. Avoiding the Plan-Do-Study-Abandon Cycle
50. How to Align People in Your Organization with Top Priorities to Create Patient Value
49. Using Kata to Engage Team Members
48. How Coaching Can Support Culture Transformation
47. Value-based Care in the Home and Community
46. Improving Outcomes Using Data
45. Innovation at Akron Children’s Hospital
44. The Impact of Leader Standard Work
43. Process Confirmation Integrated with Daily Management System
42. Academic Research on Managing through a Pandemic The Lens
41. How to Become the Leader You Want to Be
40. A Better Way to Engage People in Organizational Transformation
39. Improving Patient Flow at Torrance Memorial Medical Center
38. Visual Management at a Mass Vaccination Clinic
37. Developing New Care Models at Legacy Health
36. Sustaining Process Improvements
35. Benefits of the Master of Business Operational Excellence Program
34. Putting Lean Thinking to Use in Vaccine Clinics and Lessons Learned
33. Insights from Process Improvement Leaders
32. Developing and Deploying a Strategic Plan at Nemours
31. Building the Foundation for Lean Transformation
30. Using an A3 for Personal Development to Support a Culture of Organizational Excellence
29. Increasing Patient Value by Developing New Care Models
28. How Process Improvement Supports Organization Strategy
27. Let Your Daily Management System Reduce the Need for Root Cause Analyses
26. How Executives Model the Way to Build an Improvement Culture
25. Lessons from Implementing a Lean Management System
24. How Children’s Mercy Hospital activates problem-solving Capability with Their Tiered Huddles
23. How Salem Health is Achieving COVID-19 Vaccination Goals
22. COVID-19 Vaccine Processes at Torrance Memorial
21. The Difference Between Break Through Value Stream Improvement and New Care Model Development
20. Latest Research and Indications of Improvement in Healthcare
19. How the Biden Administration Can Make a Public Option Work
18. Designing the Future of Healthcare
17. How to Operationalize a Principle- Based Approach to Change.
16. How Cleveland Clinic Engages Caregivers in Continuous Improvement
15. The Importance of GOOD Metrics and How to Use Them
14. Leading the Battle against COVID-19 in South Africa
13. Know Your Why
12. It's Time to Take the Safety of Health Care Staff Seriously
11. Keeping Teams Connected in a Virtual World with Seattle Children’s
10. Healthcare Leaders can be a force for change that makes life better for patients and caregivers
9. Why Christie Clinic Sees an Empty Waiting Room as a Sign of Success
COVID-19 8. Practical Steps for Supporting People in Times of Uncertainty
COVID-19 7. Finding Meaningful Work for Everyone
CVOID-19 6. How a Strategy Deployment System Increases Ability and Agility to Navigate Through COVID-19
COVID-19 5. Showing Respect for People During the COVID-19 Pandemic
Funding Opportunities for Healthcare Drganizations During COVID-19
COVID-19 Learnings from a New York City Hospital - Part 2
COVID-19 Learnings from a New York City Hospital- Part 1
Resources for Managing Through the COVID-19 Crisis
The Model Cell and the Management System
Why a Organizations Need a Model Cell When Pursuing a Culture of Continuous Improvement
How the Improvement Team Supports Cultural Transformation
The Management System at the Senior Leader Level
The Importance of Senior Leadership in the Organizational Excellence Journey
The Importance of the Board in the Organizational Excellence Journey
The Lens Trailer