Safety should be part of ‘lean’ thinking in healthcare, elsewhere

Recently, I had the pleasure of being the keynote speaker for a statewide organization focused on improving quality in healthcare. Some of you are probably asking, “What the heck does that have to do with safety?” Good question and the answers lie in the bridge called “lean” thinking.

All of the attendees were immersed in using “lean” to improve operational performance in their organizations. Many healthcare organizations are beset with challenges to reduce errors, cut costs and provide faster services. Do those sound familiar to the management challenges laid out in your own organization?

“Lean” is the term used to describe Toyota’s production system in the 1991 book, “The Machine that Changed the World.” Lean thinking and tools focus on the identification and elimination of waste, allowing any business process or system to be faster, better and cheaper. Over the years, many companies and industries like healthcare have learned that “lean” works in offices and any kind/size of business.

History buffs may know that Toyota created tools and problem solving processes to follow the teaching of W. Edwards Deming. Deming, often credited with being one of the key figures for the modern quality movement, did not preach lean. His 14 Points or principles simply laid out the foundation for leadership that allowed every member of the organization to be involved with organizational transformation.

Leadership with engaged employees – sounds a lot like what we in safety are always striving for.

You cannot be lean without being safe

My message was “You cannot be lean without being safe.” It is a given that healthcare professionals are focused on patient safety. Healthcare organizations that are several years into their “lean journey” for organizational transformation have impressive case studies demonstrating improvement in operational excellence. Yet, only a few of these organizations have included employee safety in their processes to improve work.

How can this be? Needle sticks, blood borne pathogens and a myriad of ergonomic issues are just some of the hazards that confront nurses and other healthcare workers. For the lean folks, is it someone else’s responsibility to handle employee safety?

Is this the same thinking that safety folks use when we say, “Lean or production is someone else’s responsibility.” Do our paradigms about roles and responsibilities constrain taking advantage of opportunities that would make things run faster, better, cheaper – – and safer?

Whether your company uses “lean” or some other form of continuous improvement, we in safety have a golden opportunity to help our leaders understand that injury and illness is waste. If we value our employees, then we need to make safety 24-7. When we do this, we have made the first step onto the path where lean and safety are carried out as an integrated process.