Newsletter no.3 may-august '12 One valuable mail, every 4 months |
business-improvement.eu |
Dear sir, mrs, Another subject in the current newsletter is the complexity of business improvement within Philips, a company with a large variation in products and business models. We spoke with Michael Unverwerth, head of the Simply Philips improvement program. I hope you enjoy reading this newsletter! Best regards, Also via Twitter we can keep you informed about our newest articles and cases process improvement. To view recenty published articles you might be asked to enter a username and password. If you don't have those, registrate for free. Did you forget your password? Read at the bottom or this newsletter what to do. |
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A. New articles: 1. Lead & Change: The emotional side of value creation 2. Lean Six Sigma: Philips wants to accelerate 3. Lean: A well-balanced introduction to Lean in hospitals Summaries of these articles you will find below. For more case descriptions, see our case-menu. 1. Lead & Change: The emotional side of value creation
Cases: Philips, Sara Lee, ASML, Volvo, Teleroute ^ Monitoring of takt times at ASML Many organizations use Lean, Six Sigma or TPM to increase the value they create for their customers. Applying tools from these methods, like Value Stream Mapping or Kanban, is however not enough. This is acknowledged by companies like Philips, Sara Lee, ASML and Volvo. How to deal with the people part of continuous improvement?
2. Lean Six Sigma: Philips wants to accelerate
Case: Philips ^ Philips wants faster innovation Two years ago, there were two separate improvement methods within Philips Consumer Lifestyle:
> more 3. Lean: A well-balanced introduction to Lean in hospitals
C. Brief news Book: Lean Hospitals
What I liked in particular is the practical line of approach. There are many inspiring examples, but Graban explains that you should experiment – of course without jeopardizing the quality of the care - to find out what works in your ward, laboratory etcetera. Typical Lean objectives like zero waste and creating a One Piece Flow should only serve as a direction for improvement, and the application of tools like 5S should not be exaggerated. It should always be kept in mind that the primary goal is more value for the patient. Lean tools are useful if these solve problems and reduce waste, with interfere with patient care. There were only two things I missed in this well-written book: The concept of creating clinical pathways for patients with similar symptoms, and making a business case for Lean. > more The latest news (also about new published articles in specialist journals) you will find on on our newspage. Visit our site on a regular basis!
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