1 00:00:00,000 --> 00:00:27,440 PI ANNE AMENCHAN than 2 00:00:27,440 --> 00:00:28,300 in 3 00:00:28,300 --> 00:00:32,780 Hi and welcome to Be the Flagship with our podcast host Jeff Parsons. 4 00:00:32,780 --> 00:00:37,060 This is where we tackle the day to day talent management challenges you face, particularly 5 00:00:37,060 --> 00:00:39,720 in hospice and small healthcare organizations. 6 00:00:39,720 --> 00:00:41,460 And now over to our host. 7 00:00:41,460 --> 00:00:42,460 Take it away Jeff. 8 00:00:42,460 --> 00:00:46,260 Hello there and welcome to Be the Flagship. 9 00:00:46,260 --> 00:00:50,580 I'm your podcast host Jeff Parsons. 10 00:00:50,580 --> 00:00:53,220 So let me refresh your memory. 11 00:00:53,220 --> 00:00:59,620 If you'll recall from last week's episode, I have designated January of this year, and 12 00:00:59,620 --> 00:01:06,860 happy new year by the way, but I've designated January episodes each week to the topic of 13 00:01:06,860 --> 00:01:09,700 process improvement and healthcare. 14 00:01:09,700 --> 00:01:15,460 So regardless of whether you're a hospice, home health, small hospital, large hospital 15 00:01:15,460 --> 00:01:23,200 for that matter, the topics for each of our episodes in January are on how to improve 16 00:01:23,200 --> 00:01:29,500 your processes and how to improve the performance of your organization. 17 00:01:29,500 --> 00:01:36,060 We started last week with an introduction to lean healthcare and our guest speaker, 18 00:01:36,060 --> 00:01:43,820 Terry Norris, did a marvelous job in explaining what lean was, how to apply it within a healthcare 19 00:01:43,820 --> 00:01:49,700 environment, talked about some of the basics of lean such as the two pillars of lean, talked 20 00:01:49,700 --> 00:01:57,420 about the types of waste, the various types of waste, and also about standard work and 21 00:01:57,420 --> 00:02:00,620 what that is and why that's so important. 22 00:02:00,620 --> 00:02:02,560 So we did a great job last week. 23 00:02:02,560 --> 00:02:09,220 We brought him back again this week and this week's topic is why lean initiatives in healthcare 24 00:02:09,220 --> 00:02:14,620 fail and what we can do to prevent failure in our organization. 25 00:02:14,620 --> 00:02:21,140 So again, we are thrilled to have Terry with us again today. 26 00:02:21,140 --> 00:02:25,100 So let's take a quick break and then we'll come back with Terry Norris. 27 00:02:25,100 --> 00:02:30,060 At Flagship Talent, we work with our clients to find and place the right talent. 28 00:02:30,060 --> 00:02:31,900 What do we mean by the right talent? 29 00:02:31,900 --> 00:02:36,520 We mean we find talent who will commit to your organizational goals and align with your 30 00:02:36,520 --> 00:02:39,220 values and behavior expectations. 31 00:02:39,220 --> 00:02:41,760 Talent who will perform to your expectations. 32 00:02:41,760 --> 00:02:45,300 Talent who will stay and grow with your organization. 33 00:02:45,300 --> 00:02:47,300 How are we different from our competitors? 34 00:02:47,300 --> 00:02:50,140 We offer the lowest fee structure in the industry. 35 00:02:50,140 --> 00:02:52,960 We offer the best talent guarantee in the industry. 36 00:02:52,960 --> 00:02:57,800 We provide selection and interviewing support to our clients at no additional fee. 37 00:02:57,800 --> 00:03:03,180 We want to save you money, deliver high quality talent, become an extension of your organization, 38 00:03:03,180 --> 00:03:06,760 and be your preferred provider of talent acquisition solutions. 39 00:03:06,760 --> 00:03:12,520 To learn more, contact Jeff Parsons by email at jeff at FlagshipTalent.com or by phone 40 00:03:12,520 --> 00:03:19,540 at 1-800-530-4189, extension 101. 41 00:03:19,540 --> 00:03:22,680 All right, we're back. 42 00:03:22,680 --> 00:03:28,860 So last week, I gave you a fairly lengthy introduction to Terry with his bio. 43 00:03:28,860 --> 00:03:32,740 I mean, he's done so much in his career. 44 00:03:32,740 --> 00:03:37,260 He's a lean consultant, but just a little more about him. 45 00:03:37,260 --> 00:03:38,540 He earned his MBA. 46 00:03:38,540 --> 00:03:43,940 He also is a certified lean master black belt. 47 00:03:43,940 --> 00:03:50,040 He's trained over 1,800 hospital leaders and 150 plus hospitals. 48 00:03:50,040 --> 00:03:57,740 He's trained them on lean concepts, principles, and specifically on how to lead a lean transformation. 49 00:03:57,740 --> 00:04:02,340 I wanted to add a couple of additional things about Terry. 50 00:04:02,340 --> 00:04:07,660 As I mentioned last week, he served in the Air Force for 25 years. 51 00:04:07,660 --> 00:04:10,100 So again, thank you for your service, Terry. 52 00:04:10,100 --> 00:04:13,820 But here's an interesting fact about him. 53 00:04:13,820 --> 00:04:15,500 Plolly was in the Air Force. 54 00:04:15,500 --> 00:04:23,060 He was promoted to the Air Force's top 1% and became one of the youngest chief master 55 00:04:23,060 --> 00:04:26,020 sergeants in the Air Force's history. 56 00:04:26,020 --> 00:04:28,160 How about that? 57 00:04:28,160 --> 00:04:37,020 He resides in beautiful East Tennessee, enjoys spending time with his wife and children. 58 00:04:37,020 --> 00:04:42,020 As I mentioned last week, he's the author of the book, How to Make Lean Work in Your 59 00:04:42,020 --> 00:04:45,260 Hospital or in Your Department. 60 00:04:45,260 --> 00:04:47,100 I'm looking at a copy of the book right now. 61 00:04:47,100 --> 00:04:52,460 So great how to book on lean and how to implement lean within your organizations. 62 00:04:52,460 --> 00:04:53,860 I highly recommend it. 63 00:04:53,860 --> 00:04:57,100 You can easily find it on Amazon. 64 00:04:57,100 --> 00:05:04,780 So again, Terry, thank you so much for agreeing to join us again today to talk about why lean 65 00:05:04,780 --> 00:05:08,540 fails within organizations and what we can do to prevent it. 66 00:05:08,540 --> 00:05:09,540 Thank you, Terry. 67 00:05:09,540 --> 00:05:10,540 For sure. 68 00:05:10,540 --> 00:05:11,540 Thanks for the opportunity. 69 00:05:11,540 --> 00:05:13,740 So let's just jump right in, Terry. 70 00:05:13,740 --> 00:05:22,860 Now lean initiatives in healthcare or in any organization fail at times, correct? 71 00:05:22,860 --> 00:05:25,620 Yes. 72 00:05:25,620 --> 00:05:33,860 So Terry, tell us based on your experience why lean healthcare initiatives fail within 73 00:05:33,860 --> 00:05:34,860 organizations. 74 00:05:34,860 --> 00:05:35,860 Okay, sure. 75 00:05:35,860 --> 00:05:41,300 And there are more than the reasons that I'm going to talk about, but these are three of 76 00:05:41,300 --> 00:05:47,260 what I think are three of the biggest reasons why they fail. 77 00:05:47,260 --> 00:05:52,100 And I'm convinced that the number one reasons that lean fails when it does is that senior 78 00:05:52,100 --> 00:05:55,860 leadership doesn't lead the transformation. 79 00:05:55,860 --> 00:06:01,740 And even to be more specific, it needs to be the CEO. 80 00:06:01,740 --> 00:06:07,740 So I started saying not delegating it to the COO or to a different individual in the chain, 81 00:06:07,740 --> 00:06:12,180 but it needs to be led from the very top of the organization. 82 00:06:12,180 --> 00:06:14,380 From my experience, that is the number one reason. 83 00:06:14,380 --> 00:06:20,180 Then another close second, and you could almost contribute it to the first a little bit, is 84 00:06:20,180 --> 00:06:24,900 that lean is widely misunderstood. 85 00:06:24,900 --> 00:06:29,620 When you talk to people about their concept, their idea, their thoughts about what it is, 86 00:06:29,620 --> 00:06:31,540 a lot of people really don't understand it. 87 00:06:31,540 --> 00:06:36,260 And these are people sometimes that are trying to implement it into their organization. 88 00:06:36,260 --> 00:06:40,980 So it has to be understood of what lean actually is. 89 00:06:40,980 --> 00:06:45,740 Because if it's not the expectations, they're incorrect. 90 00:06:45,740 --> 00:06:50,420 And the plan that you make to get to where you think you want to go is not going to be 91 00:06:50,420 --> 00:06:56,940 aligned with what it should be based on your misunderstanding of what lean is. 92 00:06:56,940 --> 00:07:02,080 And the third one is really when you have a leadership that's involved and people kind 93 00:07:02,080 --> 00:07:07,460 of understand what they need to do, there's no daily management system of any sort. 94 00:07:07,460 --> 00:07:11,620 There's nothing that ties the organization together. 95 00:07:11,620 --> 00:07:16,500 So an example, one part of the organization may be really busy doing work, trying to make 96 00:07:16,500 --> 00:07:22,300 things better, but the 90% of the rest of the organization is not doing anything. 97 00:07:22,300 --> 00:07:28,060 And then maybe months before they do anything, there's no system, a daily sort of system 98 00:07:28,060 --> 00:07:30,520 that ties that together. 99 00:07:30,520 --> 00:07:36,740 So those are what I think are probably the three biggest things. 100 00:07:36,740 --> 00:07:44,940 And how to remedy that is senior leaders do need to lead. 101 00:07:44,940 --> 00:07:50,260 The senior leader, whatever the organization or whatever the title is, generally CEO, president, 102 00:07:50,260 --> 00:07:54,780 whatever, whoever that person is, they need to lead by example. 103 00:07:54,780 --> 00:07:58,020 And of course, understand the things that you're trying to do. 104 00:07:58,020 --> 00:08:04,300 When I talk about leading by example, too, I've said the comment I'm getting ready to 105 00:08:04,300 --> 00:08:09,020 make I've made in front of well over a thousand leaders in hospital at different hospitals 106 00:08:09,020 --> 00:08:11,820 and no one has ever pushed back. 107 00:08:11,820 --> 00:08:16,660 So in my opinion, the idea, the concept of leading by example has became somewhat of 108 00:08:16,660 --> 00:08:19,380 a cliche in our society. 109 00:08:19,380 --> 00:08:23,860 People are familiar with the phrase, but they're not always lining up. 110 00:08:23,860 --> 00:08:26,660 Either don't really understand it from lack of training. 111 00:08:26,660 --> 00:08:29,500 For whatever the reason is, there's not a lot of it happening. 112 00:08:29,500 --> 00:08:35,380 And that's not to say that nobody is, but the general population of leaders that I have 113 00:08:35,380 --> 00:08:38,220 worked with, they don't do that. 114 00:08:38,220 --> 00:08:41,740 And there's a reason I believe you have to put an emphasis on it. 115 00:08:41,740 --> 00:08:44,140 You have to do it on purpose. 116 00:08:44,140 --> 00:08:49,300 For example, if you believe that being involved in a rapid improvement event is important, 117 00:08:49,300 --> 00:08:53,780 you know, given 100 percent as a leader, you have to show that you're 100 percent willing 118 00:08:53,780 --> 00:08:55,120 to do that. 119 00:08:55,120 --> 00:09:00,500 If you think attending the daily huddles and you know, the required daily huddles is important, 120 00:09:00,500 --> 00:09:01,960 you need to be at the daily huddles. 121 00:09:01,960 --> 00:09:06,640 If it's being on time is important, you know, you need to be on time. 122 00:09:06,640 --> 00:09:11,980 It's the basic, but still it's worth, I think, saying that if you want to lead by example, 123 00:09:11,980 --> 00:09:13,060 you have to on purpose. 124 00:09:13,060 --> 00:09:16,740 You have to set in your mind what do I want everyone else to do and to be like and to 125 00:09:16,740 --> 00:09:19,720 behave and then behave in that way. 126 00:09:19,720 --> 00:09:22,140 And anyway, that helps lead by example. 127 00:09:22,140 --> 00:09:27,140 And it's especially true when you're asking people to change and do things differently. 128 00:09:27,140 --> 00:09:31,940 And then understanding what you're trying to do really and getting down the most basic 129 00:09:31,940 --> 00:09:35,580 level, we're asking people to change their work habits. 130 00:09:35,580 --> 00:09:37,380 And you think about it even for yourself. 131 00:09:37,380 --> 00:09:39,940 And I say that for everyone, including myself. 132 00:09:39,940 --> 00:09:40,940 But why? 133 00:09:40,940 --> 00:09:41,940 Why would I? 134 00:09:41,940 --> 00:09:42,940 What's my motivation? 135 00:09:42,940 --> 00:09:46,580 I've been doing this for 10 years or 15 or 20 or 30. 136 00:09:46,580 --> 00:09:48,540 Why do I want to do it differently now? 137 00:09:48,540 --> 00:09:52,060 You know, because you're saying we need to do this stuff. 138 00:09:52,060 --> 00:09:57,400 So there has to be a reason for people to want to change their habits, their work habits. 139 00:09:57,400 --> 00:10:00,980 If you don't show people what's in it for them, people just generally will have a very 140 00:10:00,980 --> 00:10:04,140 difficult time ever doing it. 141 00:10:04,140 --> 00:10:07,860 When you lead in transformation to expect resistance, I mean, people are going to push 142 00:10:07,860 --> 00:10:13,640 back some people in different ways, some people more obvious than others. 143 00:10:13,640 --> 00:10:18,160 But when I've had the opportunity to talk to senior leader teams, the leadership team 144 00:10:18,160 --> 00:10:24,700 together and the CEO or the plant manager or whoever brought me in, I tell them as that 145 00:10:24,700 --> 00:10:28,740 group I said, you should expect resistance and you should expect resistance from people 146 00:10:28,740 --> 00:10:29,740 in this room. 147 00:10:29,740 --> 00:10:34,420 And of course, you know, in my mind, I'm like, I follow up kind of quickly with saying, and 148 00:10:34,420 --> 00:10:35,660 that's normal. 149 00:10:35,660 --> 00:10:39,540 So they don't just throw me out, you know, but it's true. 150 00:10:39,540 --> 00:10:40,540 People will resist. 151 00:10:40,540 --> 00:10:42,140 The senior leadership will resist. 152 00:10:42,140 --> 00:10:46,140 Others in that, on that team will. 153 00:10:46,140 --> 00:10:49,740 So the point is, if you know that in advance, it can help as you move forward. 154 00:10:49,740 --> 00:10:52,320 You won't be surprised. 155 00:10:52,320 --> 00:10:56,460 Understand the two lean tenants that we talked about in the previous podcast, continuous 156 00:10:56,460 --> 00:11:01,980 improvement, the idea that everyone thinks that way and the respect for people treating 157 00:11:01,980 --> 00:11:06,820 your team like a sports team, for example, where you're challenging them and it's not 158 00:11:06,820 --> 00:11:07,820 optional. 159 00:11:07,820 --> 00:11:08,820 You're going to help make them better. 160 00:11:08,820 --> 00:11:13,060 You're going to do the things that helps them become more better at whatever it is they 161 00:11:13,060 --> 00:11:16,900 do in their professional and their professional lives. 162 00:11:16,900 --> 00:11:20,700 And then one of the last things I like to talk about just in general and then maybe 163 00:11:20,700 --> 00:11:25,420 get a little more specific on some of the things, but it's time management. 164 00:11:25,420 --> 00:11:29,700 And I've talked to a lot of people about that and sometimes I almost feel like people are 165 00:11:29,700 --> 00:11:32,500 like, oh, you know, I've got that. 166 00:11:32,500 --> 00:11:37,220 But honestly, when you're thinking of time management and the lean or really anything 167 00:11:37,220 --> 00:11:42,740 important, most people, a lot of people, I say most managers I've worked with anyway, 168 00:11:42,740 --> 00:11:46,100 they don't really do a good job at it. 169 00:11:46,100 --> 00:11:51,260 I use the Eisenhower matrix in the book that I wrote and I talk about things that are urgent 170 00:11:51,260 --> 00:11:52,740 and things that are important. 171 00:11:52,740 --> 00:11:57,820 Well, a lot of this lean work, specifically anything with your strategy, it's really very 172 00:11:57,820 --> 00:11:59,500 important, right? 173 00:11:59,500 --> 00:12:03,340 But it's not always urgent because if you don't do it in the next two hours, nothing 174 00:12:03,340 --> 00:12:04,340 happens. 175 00:12:04,340 --> 00:12:05,620 You don't do it for 24 hours. 176 00:12:05,620 --> 00:12:06,620 Nothing seems to happen. 177 00:12:06,620 --> 00:12:12,620 So all of this really important stuff that's not urgent, you have to schedule time for 178 00:12:12,620 --> 00:12:18,020 that and you have to like set time aside just to specifically do certain things. 179 00:12:18,020 --> 00:12:24,740 So anyways, that's a little tidbit on time management, but it's a very important one. 180 00:12:24,740 --> 00:12:28,140 And then I guess as we're looking at the daily management, because one of the things that 181 00:12:28,140 --> 00:12:32,380 I said other than the lack of leadership, the lack of understanding is really there's 182 00:12:32,380 --> 00:12:37,420 no glue that ties it together. 183 00:12:37,420 --> 00:12:46,860 So to remedy that, I recommend that there's daily huddles, that every unit, every department 184 00:12:46,860 --> 00:12:48,940 has a daily huddle. 185 00:12:48,940 --> 00:12:55,260 And the daily huddles could really be a podcast itself, but the idea is that you're communicating 186 00:12:55,260 --> 00:12:58,980 within five or 10 minutes the important things of the day. 187 00:12:58,980 --> 00:13:03,300 Make sure you're ready for the day, but also what are you working on to improve? 188 00:13:03,300 --> 00:13:06,560 It's not a training session, things like that, but it's really focused. 189 00:13:06,560 --> 00:13:10,380 It's a very focused short meeting every day. 190 00:13:10,380 --> 00:13:16,500 Having improvement boards that are actually used, tracking and looking at the things that 191 00:13:16,500 --> 00:13:20,180 you're trying to work on and understanding where you're at in the process now are very 192 00:13:20,180 --> 00:13:21,860 important. 193 00:13:21,860 --> 00:13:24,100 Something called is Gimba walks. 194 00:13:24,100 --> 00:13:29,700 Again, which is another topic of its own, Gimba, meaning the place where the work is 195 00:13:29,700 --> 00:13:34,460 done, the place where the truth is told, it's a Japanese word, but it's very commonly used 196 00:13:34,460 --> 00:13:36,540 in the lean environment. 197 00:13:36,540 --> 00:13:41,820 That senior leader is going out into the organization where the work is actually being done and 198 00:13:41,820 --> 00:13:44,100 going with purpose. 199 00:13:44,100 --> 00:13:48,780 And a lot of people, this is actually a major point of failure. 200 00:13:48,780 --> 00:13:53,340 Even senior leaders that seem to buy in, they buy into everything until it gets to that 201 00:13:53,340 --> 00:13:56,980 point and then they don't want to do that themselves. 202 00:13:56,980 --> 00:14:01,820 So I find that interesting that anyway, it's a point of failure. 203 00:14:01,820 --> 00:14:05,860 Last couple of things really is measure what's important, be careful. 204 00:14:05,860 --> 00:14:11,660 Back in the 1990s when we had this TQM movement, total quality management, I was in the Air 205 00:14:11,660 --> 00:14:16,860 Force at the time, but it happened in industry as well, but people were measuring everything. 206 00:14:16,860 --> 00:14:21,060 The measuring became more important than what you were measuring, at least that was my experience. 207 00:14:21,060 --> 00:14:26,180 So only measure what's important and make sure you understand what those few metrics 208 00:14:26,180 --> 00:14:27,180 are. 209 00:14:27,180 --> 00:14:31,140 And then the last piece that I would say that ties it together and helps is to establish 210 00:14:31,140 --> 00:14:34,260 a culture of accountability and audit. 211 00:14:34,260 --> 00:14:39,260 If you don't audit what's happening, like standard work for saying you put that in place, 212 00:14:39,260 --> 00:14:41,820 you must audit it. 213 00:14:41,820 --> 00:14:44,740 You have to check, make sure that it's being done. 214 00:14:44,740 --> 00:14:48,140 And then if it's not being done, then you have to hold people accountable. 215 00:14:48,140 --> 00:14:51,300 You know, and you obviously, I say obviously, but maybe it's not. 216 00:14:51,300 --> 00:14:56,160 You start out encouraging, you know, asking why you didn't try to encourage them to pick 217 00:14:56,160 --> 00:14:58,020 it up and to do it on their own. 218 00:14:58,020 --> 00:15:02,100 You know, you don't start out with necessarily disciplinary actions, especially if it's something 219 00:15:02,100 --> 00:15:03,780 new and different. 220 00:15:03,780 --> 00:15:04,780 But people have to do it. 221 00:15:04,780 --> 00:15:08,220 So they have to be held accountable and you won't know if they're doing it or not unless 222 00:15:08,220 --> 00:15:09,940 you do those types of audits. 223 00:15:09,940 --> 00:15:14,180 But those are some of the things in a summary, you know, in a big kind of a big summary in 224 00:15:14,180 --> 00:15:19,180 general that could help prevent failure in a lean transformation. 225 00:15:19,180 --> 00:15:22,540 Well, and that makes sense, Terry. 226 00:15:22,540 --> 00:15:23,540 Thanks. 227 00:15:23,540 --> 00:15:27,900 You know, and it's interesting when you mentioned metrics, you know, and making sure you're 228 00:15:27,900 --> 00:15:31,260 measuring the right things because you get what you measure, right? 229 00:15:31,260 --> 00:15:36,260 And so if you're measuring the wrong things, you may see some success, but in areas that 230 00:15:36,260 --> 00:15:39,100 aren't going to give you the biggest bang for your efforts. 231 00:15:39,100 --> 00:15:40,540 Yes, yes. 232 00:15:40,540 --> 00:15:43,980 That's very well said. 233 00:15:43,980 --> 00:15:53,660 So Terry, oftentimes, in my experience, at least, I have heard concern from people within 234 00:15:53,660 --> 00:15:59,720 an organization when you mentioned lean and that lean means less, right? 235 00:15:59,720 --> 00:16:09,060 In fact, we had a fairly serious employee relations situation in one of my sites when 236 00:16:09,060 --> 00:16:12,620 I was in corporate HR and it was all about lean. 237 00:16:12,620 --> 00:16:16,840 They thought they were going to have mass layoffs and all that sort of thing. 238 00:16:16,840 --> 00:16:20,780 So have you ever experienced that in your work? 239 00:16:20,780 --> 00:16:23,200 Oh, yes, for sure. 240 00:16:23,200 --> 00:16:30,380 That's something I hear frequently lean just by the very nature of its name lends itself 241 00:16:30,380 --> 00:16:34,660 to thinking layoffs less people, things like that, skeleton bruise. 242 00:16:34,660 --> 00:16:38,660 And I've had colleagues that I've worked with in the field that have said in front of groups 243 00:16:38,660 --> 00:16:43,820 that we're working with that they came, I said, we were really lean back when I was 244 00:16:43,820 --> 00:16:47,100 at such and such place because we only had, you know, this many people. 245 00:16:47,100 --> 00:16:51,900 And I remember thinking, no, don't say that, you know, because that's not lean at all. 246 00:16:51,900 --> 00:16:53,740 How do you dispel that, Terry? 247 00:16:53,740 --> 00:16:58,900 Well, I just try to explain that, you know, I understand how the word lean is used in 248 00:16:58,900 --> 00:17:03,260 that context, but I usually say that I wish that it wouldn't have been called that for 249 00:17:03,260 --> 00:17:05,140 that reason only. 250 00:17:05,140 --> 00:17:07,700 And some organizations have actually got away from that. 251 00:17:07,700 --> 00:17:12,220 They name it their business system, whatever, whether it's Virginia Mason Business System 252 00:17:12,220 --> 00:17:13,940 or somebody else's. 253 00:17:13,940 --> 00:17:15,980 So they kind of get away from that word. 254 00:17:15,980 --> 00:17:20,500 I try to explain by what we mean by lean is standard work. 255 00:17:20,500 --> 00:17:24,460 It means problem solving, it means a culture of continuous performance improvement where 256 00:17:24,460 --> 00:17:25,460 it's really happening. 257 00:17:25,460 --> 00:17:29,980 It means a daily management system, some way that you can connect everything together and 258 00:17:29,980 --> 00:17:32,940 understand what's going on in the organization. 259 00:17:32,940 --> 00:17:35,140 But that's what I try to explain what lean means. 260 00:17:35,140 --> 00:17:40,020 It doesn't mean a skeleton crew working with less or eliminating folks. 261 00:17:40,020 --> 00:17:42,460 And I will share this too. 262 00:17:42,460 --> 00:17:47,580 Years ago, when I was just getting going, I was working in a manufacturing facility 263 00:17:47,580 --> 00:17:51,420 and I noticed up until lunch there was a lot of resistance, you know, even more so than 264 00:17:51,420 --> 00:17:52,420 the norm. 265 00:17:52,420 --> 00:17:55,340 There's always a little bit of anxiety and whatnot. 266 00:17:55,340 --> 00:17:58,740 But these guys, they all felt like that if they were successful while we were doing, 267 00:17:58,740 --> 00:18:01,320 they were going, they could potentially lose their job. 268 00:18:01,320 --> 00:18:04,840 So I talked to the engineer that brought me in and we went in and talked to the plant 269 00:18:04,840 --> 00:18:07,620 manager and I asked him, I said, do you plant land people often? 270 00:18:07,620 --> 00:18:08,620 He's like, no. 271 00:18:08,620 --> 00:18:12,820 I said, will you please come in and tell everyone after lunch, you know. 272 00:18:12,820 --> 00:18:17,100 So he came in, he said, listen, you know, if for some reason we have 12 people doing 273 00:18:17,100 --> 00:18:19,620 this and we can do it with eight, you're not going to get fired. 274 00:18:19,620 --> 00:18:22,540 We'll just move people around within the facility. 275 00:18:22,540 --> 00:18:24,780 So anyway, it put people's mind at ease. 276 00:18:24,780 --> 00:18:27,340 But when they heard lean, they thought the same thing. 277 00:18:27,340 --> 00:18:29,460 And it really, and you think about it. 278 00:18:29,460 --> 00:18:33,940 I mean, if you implement a lean program and you're still going to lay people off and things 279 00:18:33,940 --> 00:18:36,660 like that, who would want to do it? 280 00:18:36,660 --> 00:18:39,660 If you're going to potentially lose your job or people, you know, some of your friends 281 00:18:39,660 --> 00:18:42,220 are going to lose theirs because you did a good job, you know. 282 00:18:42,220 --> 00:18:46,700 So you almost have to make a policy that you're not going to, otherwise people won't want 283 00:18:46,700 --> 00:18:47,700 to participate. 284 00:18:47,700 --> 00:18:49,180 Logically so, right? 285 00:18:49,180 --> 00:18:50,180 That's right. 286 00:18:50,180 --> 00:18:51,180 Yeah. 287 00:18:51,180 --> 00:19:00,020 In fact, in the experience I reference, the plant manager there, you know, made a commitment 288 00:19:00,020 --> 00:19:04,620 to all of the employees, you know, that not one person would be laid off as a result of 289 00:19:04,620 --> 00:19:05,620 lean. 290 00:19:05,620 --> 00:19:12,060 And to your point, he said that people might be repositioned, you know, where they can 291 00:19:12,060 --> 00:19:16,620 bring more value and jobs that might be more fulfilling and that sort of thing. 292 00:19:16,620 --> 00:19:20,660 So it's really a communication thing. 293 00:19:20,660 --> 00:19:25,260 And I think my experience is one of the reasons again, and I think you mentioned it earlier, 294 00:19:25,260 --> 00:19:32,140 one of the reasons organizations fail at lean is that they don't do an adequate job of communicating 295 00:19:32,140 --> 00:19:40,220 what it really is and what it means to that organization and to the employees in the organization. 296 00:19:40,220 --> 00:19:41,620 I think so for sure. 297 00:19:41,620 --> 00:19:42,620 Yes. 298 00:19:42,620 --> 00:19:49,940 So we've talked about clinical, you know, lean in healthcare as it refers, as it impacts 299 00:19:49,940 --> 00:19:54,620 clinical, because, you know, that's obviously operations within healthcare and that's where 300 00:19:54,620 --> 00:19:59,620 you find, I'm sure the biggest opportunity for improvement. 301 00:19:59,620 --> 00:20:06,060 But lean is also applicable to the administrative functions, correct? 302 00:20:06,060 --> 00:20:09,700 I mean, finance and HR and things of that nature, correct? 303 00:20:09,700 --> 00:20:10,700 Yes, sir. 304 00:20:10,700 --> 00:20:11,700 Yes. 305 00:20:11,700 --> 00:20:16,900 So a lot of, anywhere you have a process, honestly, where you have a first step and 306 00:20:16,900 --> 00:20:21,740 a last step and something happens in between, you can apply the principles to see where 307 00:20:21,740 --> 00:20:27,420 you can eliminate waste, make things flow, develop standard work, make things consistent, 308 00:20:27,420 --> 00:20:31,820 and you can see really big improvements in those areas. 309 00:20:31,820 --> 00:20:37,460 Some examples in healthcare particularly is supply. 310 00:20:37,460 --> 00:20:39,260 Supply chain has its own. 311 00:20:39,260 --> 00:20:43,460 I mean, actually supplies is probably, you could say, well, that's operational too, I 312 00:20:43,460 --> 00:20:44,460 guess. 313 00:20:44,460 --> 00:20:47,820 It's kind of, you know, it's stuff instead of people. 314 00:20:47,820 --> 00:20:48,820 Right. 315 00:20:48,820 --> 00:20:53,820 But there's a lot of money tied up in that and, you know, some organizations bring in 316 00:20:53,820 --> 00:20:57,700 people that are just specialized on nothing but supply chain because it's such a big deal 317 00:20:57,700 --> 00:21:00,300 and there's just so much money in it. 318 00:21:00,300 --> 00:21:02,780 Anyway, so that's one. 319 00:21:02,780 --> 00:21:06,500 Accounts receivable, getting your money faster is a big one. 320 00:21:06,500 --> 00:21:10,180 And if you know anything, which I know you do, but about healthcare, you know, the way 321 00:21:10,180 --> 00:21:13,700 people get paid and all that is a big deal. 322 00:21:13,700 --> 00:21:18,820 You have to chase the money to make sure you get what you're supposed to get. 323 00:21:18,820 --> 00:21:20,220 Right. 324 00:21:20,220 --> 00:21:22,900 So the money trail revenue cycle is a big deal. 325 00:21:22,900 --> 00:21:24,860 Some companies out there just do revenue cycle. 326 00:21:24,860 --> 00:21:25,860 That's all they do. 327 00:21:25,860 --> 00:21:26,860 I mean, that's it. 328 00:21:26,860 --> 00:21:30,140 But lean is a good place for that. 329 00:21:30,140 --> 00:21:33,420 Less write-offs, denials, things like that, that comes into play. 330 00:21:33,420 --> 00:21:41,860 I've done events where specifically the whole thing was to decrease the amount of surgeries 331 00:21:41,860 --> 00:21:45,980 that are given, that are performed before pre-search done. 332 00:21:45,980 --> 00:21:50,100 Then you find out the person didn't have the insurance and you just write it off, you know, 333 00:21:50,100 --> 00:21:54,460 and that happens frequently throughout the country in different hospitals. 334 00:21:54,460 --> 00:22:02,260 So yes, there's definitely back office application and, you know, well, this is beyond your question, 335 00:22:02,260 --> 00:22:07,020 but I definitely do like to work toward those as we're trying to implement a transformation 336 00:22:07,020 --> 00:22:09,540 throughout a system. 337 00:22:09,540 --> 00:22:10,980 Gotcha. 338 00:22:10,980 --> 00:22:18,020 So can you give us an example for those who may still be sitting back saying, I'm just 339 00:22:18,020 --> 00:22:19,020 not sure. 340 00:22:19,020 --> 00:22:25,780 Can you give us an example of one of your successes in implementing lean in healthcare? 341 00:22:25,780 --> 00:22:30,180 And when I mentioned successes, I'm talking about the deliverable. 342 00:22:30,180 --> 00:22:36,140 You actually saw a tangible deliverable from lean applications in healthcare. 343 00:22:36,140 --> 00:22:37,980 Sure, sure. 344 00:22:37,980 --> 00:22:47,580 And one of, so to give you the setting, this is a major metropolitan hospital, large OR, 345 00:22:47,580 --> 00:22:55,380 and we're working on, actually it's not an OR, it is the ER, the emergency department. 346 00:22:55,380 --> 00:23:01,540 And they are apparently overstaffed, it appeared to us, you know, but to them they were understaffed 347 00:23:01,540 --> 00:23:03,740 because they were so busy and all this. 348 00:23:03,740 --> 00:23:06,620 Anyway, we worked through a full cycle of lean with them. 349 00:23:06,620 --> 00:23:08,620 We mapped out things. 350 00:23:08,620 --> 00:23:10,820 We looked at how the patients were brought in. 351 00:23:10,820 --> 00:23:17,140 We looked at screening, they call pods, but they're cells where you'd have a physician, 352 00:23:17,140 --> 00:23:20,060 a technician, a nurse, you'd have the EKG. 353 00:23:20,060 --> 00:23:22,820 Everything you needed would be like for four rooms and then it'd be another four rooms 354 00:23:22,820 --> 00:23:24,460 and another four rooms. 355 00:23:24,460 --> 00:23:31,620 But all of that work over time decreased the amount of time people had to wait, about 40%. 356 00:23:31,620 --> 00:23:38,140 And this was at the time that we stopped working with them, 40% decrease. 357 00:23:38,140 --> 00:23:44,340 And this is the real kicker too, over that time they were able to do a 40% decrease in 358 00:23:44,340 --> 00:23:48,100 wait time with 13 less people. 359 00:23:48,100 --> 00:23:49,700 Nobody got fired. 360 00:23:49,700 --> 00:23:53,820 People worked somewhere else in the hospital, but they were able to do that work with 13 361 00:23:53,820 --> 00:23:54,940 less people. 362 00:23:54,940 --> 00:23:58,100 So that was a big success, a big win. 363 00:23:58,100 --> 00:23:59,900 Great example, Terry. 364 00:23:59,900 --> 00:24:00,900 Thanks. 365 00:24:00,900 --> 00:24:06,340 So let's take a quick break and then we'll be right back to wrap things up for this episode. 366 00:24:06,340 --> 00:24:10,180 Did you know that most employees quit their boss before they quit their company? 367 00:24:10,180 --> 00:24:15,120 At Flagship Talent, we take your bosses and create organizational leaders. 368 00:24:15,120 --> 00:24:20,340 We bring over 30 years of leadership development and coaching expertise to your organization 369 00:24:20,340 --> 00:24:24,820 and have developed leaders in most parts of Europe, mainland China, Thailand, and the 370 00:24:24,820 --> 00:24:25,820 Americas. 371 00:24:25,820 --> 00:24:31,340 We have also developed leaders in most industries, including hospice and other small healthcare. 372 00:24:31,340 --> 00:24:35,760 Our approach is always customized to your specific organizational needs. 373 00:24:35,760 --> 00:24:40,000 We utilize a leadership coaching approach for individual managers, identifying their 374 00:24:40,000 --> 00:24:44,280 skills gaps and providing just-in-time training to address the gaps. 375 00:24:44,280 --> 00:24:48,920 We then coach the manager in a way that facilitates the application of new learning and skills 376 00:24:48,920 --> 00:24:54,220 in their unique work environment and helps them overcome their specific challenges. 377 00:24:54,220 --> 00:24:58,780 We also offer customized leadership training on your site to develop your entire leadership 378 00:24:58,780 --> 00:24:59,780 team. 379 00:24:59,780 --> 00:25:04,120 We are committed to meeting your scheduling challenges and within your budget. 380 00:25:04,120 --> 00:25:05,400 Need a virtual option? 381 00:25:05,400 --> 00:25:06,580 We have that too. 382 00:25:06,580 --> 00:25:11,380 We offer online development for your managers and make it available on their schedule. 383 00:25:11,380 --> 00:25:17,380 To learn more, contact Jeff Parsons by email at jeff at flagshiptalent.com or by phone 384 00:25:17,380 --> 00:25:22,460 at 1-800-530-4189, extension 101. 385 00:25:22,460 --> 00:25:27,420 Your managers have the greatest impact on employee engagement, performance, and retention. 386 00:25:27,420 --> 00:25:28,420 What are you waiting for? 387 00:25:28,420 --> 00:25:31,420 Let's take your managers and create leaders. 388 00:25:31,420 --> 00:25:35,140 Okay, we're back. 389 00:25:35,140 --> 00:25:40,480 So Terry, as we're wrapping up our discussion, are there any other things that you'd like 390 00:25:40,480 --> 00:25:44,860 to add or feel that the listeners should hear? 391 00:25:44,860 --> 00:25:46,740 Yes, I think so. 392 00:25:46,740 --> 00:25:53,780 We talked a lot about why lean fails and we did talk a little bit also about what we can 393 00:25:53,780 --> 00:25:55,380 do to prevent that failure. 394 00:25:55,380 --> 00:26:00,760 But I guess to go a little bit more into that might be helpful for people because again, 395 00:26:00,760 --> 00:26:11,140 a lot of implementations, as a matter of fact, 80% probably-ish fail for very specific reasons 396 00:26:11,140 --> 00:26:12,140 though. 397 00:26:12,140 --> 00:26:17,100 One of the things to keep that from happening is make that commitment as a senior leader 398 00:26:17,100 --> 00:26:23,980 that you as the CEO are going to lead this. 399 00:26:23,980 --> 00:26:27,460 There's a lot of specific ways in which you can do that. 400 00:26:27,460 --> 00:26:31,740 As you work your way down and your leaders, your different levels, directors, whatever, 401 00:26:31,740 --> 00:26:32,740 lead by example. 402 00:26:32,740 --> 00:26:39,300 I've said this in front of over a thousand folks and nobody's ever really pushed back 403 00:26:39,300 --> 00:26:40,300 on me too much. 404 00:26:40,300 --> 00:26:43,140 Leading by example, nobody's ever pushed back. 405 00:26:43,140 --> 00:26:44,300 I should say it that way. 406 00:26:44,300 --> 00:26:47,180 It has become kind of a cliche in our society. 407 00:26:47,180 --> 00:26:51,540 We just say it, but there's not that much of it happens. 408 00:26:51,540 --> 00:26:54,140 I say that knowing that there's some great leaders out there. 409 00:26:54,140 --> 00:27:00,380 This isn't for every person I worked with, a lot of really strong, good folks, good leaders. 410 00:27:00,380 --> 00:27:05,300 But in general, if you want people to follow standard work, you have to follow it. 411 00:27:05,300 --> 00:27:08,920 If you want people to be on time for your daily huddles, you have to be on time. 412 00:27:08,920 --> 00:27:11,060 You have to make it a priority. 413 00:27:11,060 --> 00:27:14,020 I say these things and some people say, well, that's obvious. 414 00:27:14,020 --> 00:27:18,660 What may be obvious, but it's still one of those things that doesn't always happen. 415 00:27:18,660 --> 00:27:23,620 It is a big deal to lead by example when it comes to this kind of stuff. 416 00:27:23,620 --> 00:27:29,860 Another thing is understand what you're trying to do from a hundred thousand foot view. 417 00:27:29,860 --> 00:27:31,460 You're trying to change people's habits. 418 00:27:31,460 --> 00:27:35,140 You're asking people to do things differently than they did before. 419 00:27:35,140 --> 00:27:40,080 Think about how hard that is in your own life and how it is for especially at work when 420 00:27:40,080 --> 00:27:42,060 you have to do something different. 421 00:27:42,060 --> 00:27:47,300 You've done something for 10 years or 15 or 20 and now you want me to do this different. 422 00:27:47,300 --> 00:27:48,300 Why? 423 00:27:48,300 --> 00:27:51,500 You know, people have to see what's in it for them and they have to get in the habit 424 00:27:51,500 --> 00:27:55,180 and they have to do it over and over and over a period of time, it just becomes the new 425 00:27:55,180 --> 00:27:56,180 norm. 426 00:27:56,180 --> 00:27:59,740 I'll just throw this in while I'm talking about that. 427 00:27:59,740 --> 00:28:04,340 If you hire somebody new and they come into your organization and they're doing huddles, 428 00:28:04,340 --> 00:28:08,180 they're working the daily management, they're looking at things, they're processing improvements, 429 00:28:08,180 --> 00:28:09,860 they're talking about it, that's just the norm. 430 00:28:09,860 --> 00:28:10,860 They don't resist it. 431 00:28:10,860 --> 00:28:12,980 They don't fight it because that's what the new company did. 432 00:28:12,980 --> 00:28:19,700 But where your challenge is is when people that have already been working in the system. 433 00:28:19,700 --> 00:28:23,740 So people understand what you're trying to do is changing the habits like that. 434 00:28:23,740 --> 00:28:25,020 That is also a big part of it. 435 00:28:25,020 --> 00:28:27,940 You want people to be able to. 436 00:28:27,940 --> 00:28:29,580 You have to be dogmatic as a leader. 437 00:28:29,580 --> 00:28:32,900 You have to get to where people are getting in the habit of doing things a certain way 438 00:28:32,900 --> 00:28:35,540 or they want to change the habit. 439 00:28:35,540 --> 00:28:39,100 And this is another big E too, really just expect resistance. 440 00:28:39,100 --> 00:28:44,020 When I've talked to senior teams, I'm talking about the CEO, the CFO, the COO, the CNO, 441 00:28:44,020 --> 00:28:46,260 the group, the leadership team. 442 00:28:46,260 --> 00:28:50,740 I said expect resistance and not just from people out there. 443 00:28:50,740 --> 00:28:54,100 I expect people from resistance in this room. 444 00:28:54,100 --> 00:28:58,920 And when I say that, I'm quick to say, and that's normal, so they don't throw me out. 445 00:28:58,920 --> 00:29:01,700 But I'm like, we're going to push back on this. 446 00:29:01,700 --> 00:29:06,460 I mean, even if they may be covert or overt, but they're going to push back. 447 00:29:06,460 --> 00:29:11,580 So if you understand that going upfront, that makes it a lot easier. 448 00:29:11,580 --> 00:29:16,780 So Terry, let's go back to your comments regarding habits. 449 00:29:16,780 --> 00:29:20,060 As you mentioned, you're trying to change habits. 450 00:29:20,060 --> 00:29:27,900 And oftentimes the CEO, the senior leader walks in, announces we're going to do lane 451 00:29:27,900 --> 00:29:34,540 and then walks away and expects it to happen and doesn't understand that you're trying 452 00:29:34,540 --> 00:29:37,620 to change habits and incorporate it into your culture. 453 00:29:37,620 --> 00:29:44,580 So when you bring a new hire in, part of their onboarding is also educating them on what 454 00:29:44,580 --> 00:29:48,660 you're doing to continuously improve your processes. 455 00:29:48,660 --> 00:29:50,260 So that really hit a nerve for me. 456 00:29:50,260 --> 00:29:55,700 It's really changing habits and that's a difficult thing and it takes repetition. 457 00:29:55,700 --> 00:30:01,740 It takes constant communication and open communication on the part of the senior leader. 458 00:30:01,740 --> 00:30:02,740 I agree. 459 00:30:02,740 --> 00:30:06,740 And also something I tell people too, I tell leaders all the time, I say, if you line up 460 00:30:06,740 --> 00:30:10,620 your new department managers and you say, okay, this is who I think is my number one 461 00:30:10,620 --> 00:30:12,900 all the way down to 20, whatever. 462 00:30:12,900 --> 00:30:16,580 The one that's going to be successful with lane is the one that's dogmatic about it. 463 00:30:16,580 --> 00:30:18,460 They're like, you know, we're going to do it. 464 00:30:18,460 --> 00:30:22,020 They're going to resist that when people push back and they're like, you know what, we're 465 00:30:22,020 --> 00:30:24,300 so busy and you expect me to do this. 466 00:30:24,300 --> 00:30:28,180 And a lot of people just give up, but the ones that are successful are dogmatic. 467 00:30:28,180 --> 00:30:29,780 They're like, well, we're just going to do it. 468 00:30:29,780 --> 00:30:32,500 I know, I know, but we're going to do it. 469 00:30:32,500 --> 00:30:36,740 And if you can get past that point and then you can help people get in those habits, you 470 00:30:36,740 --> 00:30:38,700 know, and then you can start changing that culture. 471 00:30:38,700 --> 00:30:42,780 But it's, that part is not easy to lean the concepts, the things you learn, all that is 472 00:30:42,780 --> 00:30:47,700 relatively easy, but the actual get people to do things different, that's a big you. 473 00:30:47,700 --> 00:30:48,700 All right. 474 00:30:48,700 --> 00:30:51,700 It's all about change. 475 00:30:51,700 --> 00:30:55,260 And you know, people say change management, I like to think of it as change leadership, 476 00:30:55,260 --> 00:30:56,260 right? 477 00:30:56,260 --> 00:30:57,940 Being a change agent within the organization. 478 00:30:57,940 --> 00:30:59,100 Yes, very good. 479 00:30:59,100 --> 00:31:03,620 And also, you know, people think about a lean transformation and along the same lines, I 480 00:31:03,620 --> 00:31:09,460 say, well, listen, it's really a people transformation because we're asking people to do things differently. 481 00:31:09,460 --> 00:31:13,100 We may change some things around, but it's really getting people to think differently. 482 00:31:13,100 --> 00:31:15,980 So it's a people transformation. 483 00:31:15,980 --> 00:31:19,500 Do you have anything else to add, Terry? 484 00:31:19,500 --> 00:31:25,060 Just a couple things to mention, you know, when I talk about this to teams, leadership 485 00:31:25,060 --> 00:31:27,220 teams, I talk about time management for success. 486 00:31:27,220 --> 00:31:29,140 And I use the Eisenhower matrix. 487 00:31:29,140 --> 00:31:32,980 And it basically just talks about the four quadrants and it's easier to show than it 488 00:31:32,980 --> 00:31:33,980 is to tell. 489 00:31:33,980 --> 00:31:35,300 But I'll just give a general overview. 490 00:31:35,300 --> 00:31:38,820 You have things that are important, you have things that are urgent. 491 00:31:38,820 --> 00:31:44,140 And the things that fall into the lean quadrant really are those things that are really important, 492 00:31:44,140 --> 00:31:46,180 but they're not urgent. 493 00:31:46,180 --> 00:31:49,180 You know, kind of like our health sometimes. 494 00:31:49,180 --> 00:31:53,940 It's the same kind of thing with, you know, developing strategy, focusing your leadership, 495 00:31:53,940 --> 00:31:54,940 developing standard work. 496 00:31:54,940 --> 00:31:58,940 Well, we can kind of not do that right now because it's not in our face pushing us. 497 00:31:58,940 --> 00:32:01,660 It's not urgent, although it's very important. 498 00:32:01,660 --> 00:32:05,740 So the only thing I'll say is about it for this kind of stuff, you really have to be 499 00:32:05,740 --> 00:32:07,860 successful and lean. 500 00:32:07,860 --> 00:32:10,500 You have to set time aside to do it. 501 00:32:10,500 --> 00:32:11,500 It's not just going to happen. 502 00:32:11,500 --> 00:32:13,660 And you have to think that way. 503 00:32:13,660 --> 00:32:18,100 And then as a senior leader, last thing I'll say is you have to participate. 504 00:32:18,100 --> 00:32:23,180 You know, I found what I thought was super good leaders I've worked with, they're great 505 00:32:23,180 --> 00:32:27,460 people and they were dogmatic about making their folks do certain things. 506 00:32:27,460 --> 00:32:32,180 But when it came to going out to where the work is being done, what we call gambo walks, 507 00:32:32,180 --> 00:32:36,020 to doing the daily huddles themselves, to holding people accountable, actually taking 508 00:32:36,020 --> 00:32:40,900 time themselves to do it, it's quite different and it's quite difficult, you know, and it's 509 00:32:40,900 --> 00:32:44,420 almost like, and I get really close to some of these folks, but they're like, you know 510 00:32:44,420 --> 00:32:48,140 how busy I am, you know, with all the meetings that we have and things like that. 511 00:32:48,140 --> 00:32:49,980 And I see that for sure. 512 00:32:49,980 --> 00:32:53,060 But if you're going to lead this and you want to be successful, you just really have to 513 00:32:53,060 --> 00:32:54,060 do those. 514 00:32:54,060 --> 00:32:57,660 You just have to set time aside and do those things and make it a priority. 515 00:32:57,660 --> 00:33:00,700 And that's part of that leading by example we talked about earlier. 516 00:33:00,700 --> 00:33:01,700 Right. 517 00:33:01,700 --> 00:33:05,860 You know, this is leading by a positive example, right? 518 00:33:05,860 --> 00:33:06,860 Yeah. 519 00:33:06,860 --> 00:33:12,660 And that takes a level of emotional intelligence as well. 520 00:33:12,660 --> 00:33:17,900 You know, you have to be able to regulate your emotions and the way that you communicate 521 00:33:17,900 --> 00:33:22,540 with people and understand again that it's not going to happen overnight, that it takes 522 00:33:22,540 --> 00:33:26,900 time and it takes commitment to doing it. 523 00:33:26,900 --> 00:33:28,980 For sure. 524 00:33:28,980 --> 00:33:30,580 Anything else you'd like to add, Terry? 525 00:33:30,580 --> 00:33:35,380 No, I mean, I think that's, the things that we talked about are the things that I think 526 00:33:35,380 --> 00:33:37,580 can help people be successful. 527 00:33:37,580 --> 00:33:45,540 So you know, I'm always willing to answer questions and do what I can do to help people 528 00:33:45,540 --> 00:33:47,860 when they're trying to be successful. 529 00:33:47,860 --> 00:33:53,060 So I again, appreciate the opportunity to share these things and I hope people find 530 00:33:53,060 --> 00:33:54,060 it helpful. 531 00:33:54,060 --> 00:34:03,780 Well, it's certainly been helpful and we'll give them your contact information shortly 532 00:34:03,780 --> 00:34:08,220 and they'll, if they have any questions, they can reach out to you. 533 00:34:08,220 --> 00:34:13,580 But before we get to that, I'd like to wrap up this episode, if you don't mind Terry, 534 00:34:13,580 --> 00:34:15,900 with a quote. 535 00:34:15,900 --> 00:34:22,180 And the quote is by the author of Tom Sawyer and Huckleberry Finn, the one and only Mark 536 00:34:22,180 --> 00:34:24,500 Klain. 537 00:34:24,500 --> 00:34:30,620 Continuous improvement is better than delayed perfection. 538 00:34:30,620 --> 00:34:34,020 Continuous improvement is better than delayed perfection. 539 00:34:34,020 --> 00:34:36,920 Again, that's by Mark Klain. 540 00:34:36,920 --> 00:34:41,220 So Terry, how can our listeners get in touch with you? 541 00:34:41,220 --> 00:34:48,760 Probably the best way is to go to leanhospitalswork.com and from there you can reach me that way. 542 00:34:48,760 --> 00:34:55,460 You can get more information about myself and a particular book that I wrote on the 543 00:34:55,460 --> 00:34:56,460 topic. 544 00:34:56,460 --> 00:35:00,900 But leanhospitalswork.com is the best way. 545 00:35:00,900 --> 00:35:02,020 Perfect. 546 00:35:02,020 --> 00:35:07,060 And the great news is that Terry will be joining us again next week, correct? 547 00:35:07,060 --> 00:35:08,300 Yes. 548 00:35:08,300 --> 00:35:09,300 That's right. 549 00:35:09,300 --> 00:35:14,260 And even better news, Terry will be joining us for our remaining January episodes where 550 00:35:14,260 --> 00:35:18,920 we're focusing on process improvement in healthcare. 551 00:35:18,920 --> 00:35:27,340 And even better news is for our remaining episodes, Terry will be focusing on specific 552 00:35:27,340 --> 00:35:35,140 tools you can use to actually increase your organizational effectiveness and achieve operational 553 00:35:35,140 --> 00:35:36,140 excellence. 554 00:35:36,140 --> 00:35:43,140 So, thank you again, Terry, for your thought leadership contribution and see you next week. 555 00:35:43,140 --> 00:35:44,820 All right, great. 556 00:35:44,820 --> 00:35:45,820 Thank you so much. 557 00:35:45,820 --> 00:35:49,500 And to our listeners, I look forward to next week's episode. 558 00:35:49,500 --> 00:35:52,460 Make sure you bring a notepad and a pen. 559 00:35:52,460 --> 00:35:53,460 Goodbye. 560 00:35:53,460 --> 00:35:58,020 Thank you for listening to this episode of Be the Flagship with Jeff Parsons. 561 00:35:58,020 --> 00:35:59,260 We hope you enjoyed it. 562 00:35:59,260 --> 00:36:02,380 If you did like it, please subscribe and share with others. 563 00:36:02,380 --> 00:36:16,780 Until next time, take the step to become the flagship in your marketplace.