Lean Culture Change - by Steven R Leuschel (Paperback)
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<p/><br></br><p><b> About the Book </b></p></br></br>Lean Culture Change is a hands on field book with real-world Lean healthcare examples that has been adapted to many industries, but originates from Toyoa. The book defines the first steps to Transformation Curve, a long-term systematic approach to Lean management and continuous improvement.<p/><br></br><p><b> Book Synopsis </b></p></br></br><p><strong><em>Lean Culture Change</em>, Reveals Phase 1 Level A of The Transformation Curve</strong></p> <p>Steven Leuschel, Lean healthcare practitioner pens book, <em>Lean Culture Change Using a Daily Management System. </em>This new book reveals decades of organizational transformation knowledge deeply rooted in the Toyota Production System and Toyota's culture.</p> <p><em>Lean Culture Change</em> is based on the teachings of Rodger B. Lewis, former General Manager of Quality at Toyota during the Georgetown ramp up. Lewis via the Transformation Curve has successfully transformed divisions of General Motors and organizations around the globe for decades. Now, it's time that healthcare organizations begin to learn a long-term strategic approach to transformation-- not just becoming Lean, doing kaizen events, or creating a model cell. In <em>Lean Culture Change</em>, Leuschel describes the initial steps of the Transformation Curve's Phase 1 Level A with real-life healthcare examples and case studies.</p> <p><em>Lean Culture Change</em> is designed to be a training manual for team leaders and Senior Leaders who wish to study and adapt the Transformation Curve. It contains over 200 pages, 100 images/examples, and 6 case studies, an Afterword and Post Script.</p><p/><br></br><p><b> Review Quotes </b></p></br></br><br><p>There are many books that explain the why, the what, the when and the where. These are all very important. However without the how - the needed execution to achieve - high performance will not take place. Lean Culture Change does a superb job putting all the ingredients together. By following the processes outlined, the reader will improve their own skill set and the organization's performance. <strong> - Quint Studer </strong></p><p>People want to be part of a larger vision and purpose and they want to be involved. Everyone wants to contribute their skills and abilities and be productive. We just have to lead and structure the organization in such a way that gives them the chance to do so. Nothing is more important to their success or your organization and Lean Culture Change gives you a way to actually do it. <strong>- Mike Hoseus</strong></p><p>Becoming world-class involves more than just doing Lean- there must be a strategic action plan. Lean Culture Change explains the first steps in that plan. <strong>- Rodger Lewis </strong></p><p>Lean organizational transformation requires empowerment of and respect for those who do the work. In order to accomplish this, there must be a core leadership structure, strategic vision and system to support them. Leuschel and Lewis lead you on a journey in Lean Culture Change to the roots of building this structure and support. They provide thoughtful and systematic concepts with validated resources and real-life applications to guide and aid you on your journey. Find your True North!<strong> - Jennifer Condel, Senior Quality Improvement Specialist The Pittsburgh Regional Health Initiative </strong></p><p>To change a management system and culture so that it integrates core Lean principles, you need to know the details of a Lean system's components and you need guidance on how to proceed. I encourage readers to understand the purposes of each of the components of Daily Management that Steve describes and how the components fit together to create a practical and sustainable foundation for continuous improvement. Every healthcare organization should pay attention to this message. <strong>- Kevin Little, Ph.D. Informing Ecological Design, LLC Improvement Advisor, Institute for Healthcare Improvement</strong></p><p>In Lean Culture Change, Leuschel provides a compelling nuts-and-bolts approach to a variety of lean tools with an eye toward the "people" side of Lean - an area that many organizations overlook to their detriment. Here, the importance of mutual trust and respect are emphasized while providing the reader with some easy-to-use recommendations to help their organization continuously improve. <strong>- Michael J. Urick, PhD, MBA, MS; Graduate Director of Master of Science in Management: Operational Excellence at Saint Vincent College</strong></p><p>Lean Culture Change is a must read for anyone who wants to better understand how Lean methodologies integrate with the Baldrige Criteria. Used together, they are powerful tools for any organization that wants to systematically improve outcomes.<strong> -Robert Bitner, Executive Director Keystone Alliance for Performance Excellence </strong></p><p>Lean Culture Change presents a detailed account of a simple, yet powerful management framework that enables the effective use of the Toyota Production System/lean tools. The use of this system has been powerful in both healthcare and manufacturing. It's successful implementation requires discipline, attention to detail, and daily practice. Soon, this discipline of daily management results in dramatic culture change evident by years of unleashed pent-up productive activity from those working within the framework. <strong>-Michael Culig MD, Chief, Cardiac Surgery, Forbes Hospital</strong></p><br>
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