<?xml version="1.0" encoding="UTF-8"?><rss version="0.92">
<channel>
	<title>Daily Kaizen</title>
	<link>http://dailykaizen.org</link>
	<description>Just another Dashboard.ghmedicalhome.org site</description>
	<lastBuildDate>Fri, 27 Apr 2012 20:31:54 +0000</lastBuildDate>
	<docs>http://backend.userland.com/rss092</docs>
	<language>en</language>
	<!-- generator="WordPress/3.2.1" -->

	<item>
		<title>50% Improvement Today</title>
		<description><![CDATA[One of the key principles we teach is the belief that “50 percent improvement today is better than perfection sometime in the future.” While simple to say this principle is hard to put into practice. So often teams become stuck and fail to improve, because they are unable to come up with the perfect solution [...]]]></description>
		<link>http://dailykaizen.org/2012/04/27/50-improvement-today/</link>
			</item>
	<item>
		<title>All Happy Families</title>
		<description><![CDATA[This is the first of a long overdue series on Health Plan Business Transformation, a critical improvement initiative of the organization. Sharmarie Dares, and other lean colleagues will be joining me in contributing.   Leo Tolstoy famously wrote – “All happy families resemble one another, but each unhappy family is unhappy in it’s own way” [...]]]></description>
		<link>http://dailykaizen.org/2012/03/17/all-happy-families/</link>
			</item>
	<item>
		<title>Setting a Standard</title>
		<description><![CDATA[One of the most basic, fundamental and challenging steps any team needs to take in the beginning the improvement process is setting a standard. While this might sound simple it is often a big step for leadership. In my experience most healthcare processes do not have standards. Thus it is impossible to judge what the [...]]]></description>
		<link>http://dailykaizen.org/2012/03/14/setting-a-standard/</link>
			</item>
	<item>
		<title>The Hero by Ed Hayes</title>
		<description><![CDATA[In my second life I am a writer. I think a great story can help us learn, understand, and find hope in even the impossible circumstance. On way to communicate is through metaphor, and as I reflect on work I’ve participated in of at the Palo Alto Medical Foundation, Group Health, and KVCH, I can’t [...]]]></description>
		<link>http://dailykaizen.org/2012/02/16/the-hero-by-ed-hayes/</link>
			</item>
	<item>
		<title>Consultancy Partnership to Improve Improvement?</title>
		<description><![CDATA[From great adversity comes great innovation. This was the case for Toyota, who transformed their business philosophy and processes after Japan was decimated by World War II – bringing the world lean thinking, andToyota the title of world’s largest car manufacturer 60 years later. On a much smaller scale, a great innovation is emerging from [...]]]></description>
		<link>http://dailykaizen.org/2012/01/29/consultancy-partnership-to-improve-improvement/</link>
			</item>
	<item>
		<title>Seeing Waste</title>
		<description><![CDATA[One of the most powerful aspects of Lean is that it teaches team members to view their processes through a new lens.  It teaches  us to understand and seek out waste and it requires us to question “why” things are done the way they are done.  Whether it is at work or living my life [...]]]></description>
		<link>http://dailykaizen.org/2012/01/11/seeing-waste/</link>
			</item>
	<item>
		<title>Small Changes = Big Difference</title>
		<description><![CDATA[Sometimes what seems like really small and simple changes can make a huge impact.   The type of changes that team members ask “how did we ever work in the old way?”  A great example I have seen again and again in healthcare is the lack of teams being “co-located.”  The traditional ambulatory model has the [...]]]></description>
		<link>http://dailykaizen.org/2011/12/22/small-changes-big-difference/</link>
			</item>
	<item>
		<title>Solve Your Own Problems</title>
		<description><![CDATA[Last week I had a chance to catch up in the hallway with a Medical Leader I had not seen in over a year.  This conversation made me proud, because it showed me how powerful Lean Management can be if you stick with it over time. I always liked working with this leader, because while [...]]]></description>
		<link>http://dailykaizen.org/2011/12/01/solve-your-own-problems/</link>
			</item>
	<item>
		<title>Getting In-Flow by Rupal Badani</title>
		<description><![CDATA[This post was written by Rupal Badani, an inspiring frontline physician leader at Palo Alto Medical Foundation.  She and the organization are starting some really exciting Lean transformation work and we are just trying to keep up.  Love it… Of all the errands on our weekend to do list, my least favorite is grocery shopping. In [...]]]></description>
		<link>http://dailykaizen.org/2011/11/16/getting-in-flow-by-rupal-badani/</link>
			</item>
	<item>
		<title>Consultant Space Kaizen &#8211; Practicing What We Teach by Diane Schairer, Fabian Jimenez, and Connor Shea</title>
		<description><![CDATA[Background: We take down paper trophies of past work – future state visions, consulting plans, and the other remnants of a job whose primary output ends up on flipcharts and Visio’s lost to the recycling bin, or the Bermuda Triangle that is our G:drive. It’s painful to let go of the few tangible outputs of [...]]]></description>
		<link>http://dailykaizen.org/2011/11/02/consultant-space-kaizen-practicing-what-we-teach-by-diane-schairer-fabian-jimenez-and-connor-shea/</link>
			</item>
</channel>
</rss>

