My husband and I are in that in between space. We have gotten our house ready for market – making it look like a showcase, and not the house you actually live in. We’ve had the pictures taken – the wide angle lenses they use make every room look bigger than it is. Our house is now listed; anyone can peer into our house through any of the online real estate sites. We’ve had the first open house this past weekend. I hope it is the only one; every home seller hopes for an offer within the first few days. Even better would be more than one offer and a bidding war. That would truly be good house luck for us!
You’re supposed to “stage” your house so it looks like you don’t live there. No personal photos as though you are an orphan from nowhere. No garbage cans or recycle bins visible as though you don’t produce waste. Nothing on your closet floors so they look spacious. Nothing on your kitchen or bathroom counters as though you never cook a meal or use any products. It is as though you have already moved out.
Being “in between” for us also means staging our house for selling and moving into temporary housing in Cleveland where I am doing a temporary engagement. What will we need in Cleveland and what should we pack to eventually go on the moving truck.
Like you, we have more stuff than we need. Continue reading
This week I will be sharing lessons I’ve learned as a lean leader and champion – in particular around visual management. The Lean Enterprise Institute (LEI) holds an annual Lean Transformation Summit where experts and practitioners come together from all industries to learn from one another.
My talk will cover a multi-year journey that has involved learning from others both in and out of healthcare, site visits, training classes, lots of reading, and experiments with my leadership team. Most of my talk is based on my experience and lessons learned at the University of Michigan Health System.
I was delighted to see that University Hospitals where I’m currently the interim CIO has been on their own lean journey since 2011. At our hospitals you will see huddles and visual boards throughout. Thousands of staff have been trained in lean concepts and methods. In contrast, there have been limited experiments with lean at the corporate office. I have a few allies in my IT leadership team who have experience with lean in other organizations. A good start!
I would have been making a mistake to arrive at UH as the interim CIO and start introducing lean methods week one. I needed to see and hear the problems that need to be addressed. Continue reading
Health care organizations are focused on increasing patient engagement and improving patient satisfaction. As consumers, our expectations are high. We are used to doing many tasks online with an end to end digital experience in the retail, financial, and travel industries. Health care is clearly playing catch up.
But can we blame software limitations and hope for technology solutions when talking about what we need to do? I’ll be the first to say there is probably an app for any problem. But, it’s not just about technology.
Health care is a high touch business for clinicians and support staff. The processes and workflows have to work hand in hand with technology. Think about your experience seeing your doctor. Making the appointment, checking in, checking out, handling your co-pay, and getting referrals scheduled should be simple, consistent, and most importantly patient centered.
Culture is critical. Every person you encounter in your health care journey should have your best interest and satisfaction as their priority. After all, we care for people. It’s all about basic customer service, it’s not rocket science. Continue reading
I’m back from HIMSS16 and the sensory overload of Vegas. Like every year, the conference and exhibit hall was filled with new vendors and products. Trying to find the really new, new that is a breakout innovation can be a challenge with thousands of exhibitors. I expect to soon read many post HIMSS articles that will highlight the new innovations and the promising start-ups there.
The HX360 program was co-developed by HIMSS and AVIA, an innovation partner for more than 20 forward-leaning health systems. The program is an attempt to carve out during HIMSS an innovation focus for senior leaders. This year I attended the one-day HX360 Executive Program.
The highlight for me was a panel of CEOs and Chief Innovation Officers from leading health care organizations – Providence Health and Services, Dignity Health, Christiana Care and University Health Network in Canada. The panelists were forward thinking health care leaders and organizations. Continue reading