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I want to start with the statement that I am bisead based on my current career path, but I am wary of stereotyping consultants. I have seen consultants that were used as a tool of management to tell the company that the boss is right, however, in my current position, I see a big problem coming from the lack of management and staff to support the changes that consultants are trying to lead (lead, not force). It often seems almost like sabotage along the thought lines of if they (consultants) can make the process better in a short time, and I couldn't in 10 years, they're going to make me look bad. Consultants, just like any software package, new machine, or process, should be installed with a specific focus in mind before they are ever used/hired. With that specific focus it will make the results much easier to evaluate, did the new purchase meet the desired result? if not, PDCA again.
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Hi Mark,Yes, lean leadership is pmuraoant to any successful transformation. It can't take be displaced or retarded by a purely kaizen in a box approach. Kaizen events are critical to making step-function improvements (really it's kaikaku) and for teaching the organization how to do kaizen. Unfortunately, oftentimes kaizen event opportunities in health care are limited by physician and staff availability. Furthermore, clearly not everyone can participate in events, at least in the short-term. What sometimes happens is people falsely believe that they have to wait for the kaizen event bus to come along before that can make any improvements. This is the difference between system-driven kaizen which is purely event-based and pulled by things like value stream improvement plans and principle-driven kaizen which is system-driven kaizen PLUS daily kaizen. Daily kaizen is driven by engaged, empowered and trained employees and represents truly small incremental improvements through things like mini-kaizen events, kaizen circle activities and employee suggestions.Best of luck with the re-start,Mark