List of Figures
Figure I.1
Evolution of quality to support organizational excellence and cultural transformation
Figure 1.1
Understanding the need for change using the Competing Values Framework
Figure 1.2
Results of the culture and change management survey conducted by Booz & Company
Figure 1.3
An approach to culture assessment.
Figure 1.4
Sample quantitative assessment of current and desired future state of organizational culture on six dimensions
Figure 2.1
Types of change
Figure 2.2
Incremental change
Figure 2.3
Transitional change
Figure 2.4
Transformational change
Figure 2.5
Pictorial comparison of the three types of change
Figure 3.1
An equation to overcome resistance to change
Figure 3.2
Change framework implemented during the transformational journey at Hospital Heal
Figure 3.3
Change Acceleration Process (CAP) model
Figure 4.1
Hospital Heal’s strategic directions reflected as perspectives of the Balanced Scorecard framework
Figure 4.2
The strategy map of Hospital Heal includes More Time to Care as one of their key strategic objectives
Figure 5.1
Integrated model of organization culture and strategy
Figure 5.2
Five stages of a project’s life cycle
Figure 5.3
Establishing alignment of culture, strategy, and operations
Figure 6.1
2017 PEX Network’s Global State of Process Excellence Results
Figure 6.2
Models: Malcom Baldrige (top left), Shingo (top right), EFQM (bottom)
Figure 6.3
Business excellence model implemented at Hospital Heal
Figure 8.1
Six value stream coaches at Hospital Heal
Figure 9.1
Teams at Hospital Heal Go See Learn from ThedaCare, Wisconsin, USA
Figure 10.1
The logic of the Balanced Scorecard
Figure 10.2
Metric selection for creating Health Report Card for Hospital Heal
Figure 11.1
The concept of a visual strategy room
Figure 11.2
Teams discussing projects in Hospital Heal’s strategy room
Figure 12.1
Hospital Heal’s approach to cascading strategy
Figure 12.2
Education sessions conducted at Hospital Heal for developing scorecards
Figure 12.3
Facilitators promoting development of scorecards at Hospital Heal
Figure 12.4
Breakdown of scorecards by area
Figure 13.1
PICK chart for triaging ideas generated
Figure 13.2
Qualifying projects in the PICK chart quadrants
Figure 13.3
Project classification criteria developed at Hospital Heal
Figure 14.1
Differentiating standard work from policy and guidelines
Figure 14.2
Teams reviewing and prioritizing projects at Hospital Heal
Figure 15.1
Role titles in a project team
Figure 16.1
Excellence terminologies mapped onto the seven categories of a Malcolm Baldrige framework
Figure 16.2
Kumar Management System©
Figure 16.3
Fourteen guiding principles of the Kumar Management System©
Figure 16.4
Twenty-two elements of the Kumar Management System©
Figure 16.5
Partial list of potential elements in a management system
Figure 16.6
Sustenance elements of the More Time to Care initiative implemented at Hospital Heal
Figure 17.1
Strategies for managing stakeholders
Figure 17.2
Dan and Chip Heath’s Six Principles of Stickiness
Figure 17.3
Leaders conduct “Go See Learn” visits at Hospital Heal
Figure 17.4
Standard templates and branding
Figure 17.5
Annual education fair
Figure 17.6
Performance Scorecard visual board: 8 × 4-foot porcelain magnetic whiteboard
Figure 17.7
Paper versions of scorecards tested in all eighty areas across the hospital
Figure 17.8
Leadership huddles or walk-arounds without visual controls are “social visits”
Figure 17.9
Visual controls without leadership huddles become “wallpaper”
Figure 18.1
IHI Framework for improving joy in work
Figure 18.2
Teams at Hospital Heal celebrating their first huddle and scorecard
Figure 18.3
Tensions between diagonal cultures
Figure 18.4
Standard template for sharing improvements undertaken during monthly report-out events
Figure 18.5
Full house during monthly report-outs in the auditorium at Hospital Heal
Figure 19.1
Standard work for developing standard work for all management system elements at Hospital Heal
Figure 20.1
Core team and value stream coaches trained at Hospital Heal
Figure 20.2
Core team and value stream coaches leading a session at Hospital Heal
Figure 20.3
Alternate approaches to problem solving
Figure 20.4
Six Sigma approach to problem solving
Figure 20.5
Six Sigma differentiates “vital few” from “trivial many” variables
Figure 20.6
The five principles of Lean
Figure 20.7
The strength of Lean Six Sigma combined
Figure 20.8
Seeing things differently
Figure 20.9
Classifying activities using the Lean lens
Figure 20.10
Kano model for understanding the voice of the customer
Figure 20.11
Steps for creating a problem statement
Figure 20.12
Creating a value stream map using the PPIM approach
Figure 20.13
Example of a demand map of patient flow through the ED at a hospital
Figure 20.14
Example of a length-of-stay (LOS) map of patients in their journey
Figure 20.15
Illustration of a standard operating process
Figure 20.16
Example of a 5 WHY analysis to understand the root cause
Figure 20.17
Example of a fish bone analysis to understand cause and effect
Figure 20.18
Creating an environment that has a place for everything and everything in its place
Figure 20.19
Example of an unbalanced line and its pitfalls
Figure 20.20
Cell design to promote single piece flow
Figure 20.21
Cross train to build capacity and improve workflow
Figure 20.22
Application of visual management
Figure 20.23
Kanban and supermarket tools support the pull system
Figure 20.24
Visually managed buffer beds in healthcare support the pull system
Figure 20.25
PDSA scientific thinking: continuous-improvement cycle
Figure 20.26
Summing up Lean Six Sigma tools in an A3 thinking template
Figure 21.1
Stankosky’s elements of knowledge management
Figure 21.2
Knowledge management cycle
Figure 21.3
Example of a storyboard template
Figure 21.4
Example of a storyboard report
Figure 22.1
Components of enterprise performance management
Figure 22.2
Role of performance management in the business excellence model at Hospital Heal
Figure 23.1
Standard tollgate approach implemented at Hospital Heal
Figure 23.2
Tollgate 8, the evaluation phase
Figure 24.1
Projects and management system elements running synchronously
Figure 24.2
Teams at Hospital Heal evolve on the Kübler-Ross change curve
Figure 25.1
Deep dive selection process at Hospital Heal
Figure 26.1
The Shingo Model™ and its guiding principles
Figure 26.2
Skills profile for leaders based on the Competing Values Framework
Figure F1.1
Six categories of Courage
Figure F1.2
The assumption-to-knowledge ratio
Figure F1.3
Margie Warrell’s framework for leaders in Stop Playing Safe
Figure F1.4
An approach to an organizational excellence culture
