In addition to the information being posted here, have you also seen the related Blog Sites including:

Wordpress: http://leanhealthcare.wordpress.com/

Flexiblean: http://flexiblean.blogspot.com

And my own personal blog at http://www.markeaton.blogspot.com!

I spent much of the last week reviewing the final drafts of our new eBook 'Sustaining Lean Healthcare Programmes' which is due out in November.

In the book we have identified the Top Ten Warning Signs that your programme is going off track andlater on in November I will be posting our results - but before then I wanted to get your feedback on the problems you are having or have had with the introduction of your Lean Healthcare Programme?

Either post here or email me at markeaton(a)amnis-uk.com.

I ran a very exciting Lean Healthcare awareness session today. In the audience were a number of people who had been to other workshops which focused almost solely on the tools and terminology of Lean and left them feeling decidely 'unchuffed' that they were not told how to implement Lean (in a truly Healthcare manner rather than some form of 'modified' or hybrid manufacturing approach) and did not know how to sustain the improvements.

To many 'Lean Healthcare' programmes focus purely on the tools and completely ignore the problems associated with getting the team to 'come with you' on the journey!

More important than the tools of Lean is the Cultural Change, Systems to Sustain Improvement and the need for Leadership Involvement at all stages.

What do you think?

As you will have read before on this blog, only 25% of Lean Healththcare programmes will deliver the results that your organisation are looking for but we have some exciting news!

Coming in the next month is the opportunity to download our new FREE eBook on 'Sustaining Lean Healthcare Programmes'. Our eBook 'Lean for Practitioners' was described as 'Inspiring' whilst the first drafts of Sustaining Lean Healthcare Programmes' has been described by the reviewers as 'Essential Reading'.

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Lean (and Six Sigma) originated in Industry where organisations were looking to achieve consistent, effective and reliable processes. For many manufacturing companies, once their manufacturing facility was working effectively they realised that their admin/sales and other office areas were causing problems as well and soon Lean Manufacturing became 'Lean Office'.

Over the last few weeks I have received a number of enquiries about doing 'Rapid Improvement Events'.

The way it normally goes is that I get an email which reads; "I would like to discuss you coming to do a Rapid Improvement Event on the X, Y & Z of Month X"

Now, I am a fan of Rapid Improvement Events - but as part of an improvement process not as the 'be all and end all' of the improvement process.