JWA & Simpler CEO Symposium

JWA as a part of Simpler now offers a CEO Symposium October 8-9, 2015 in Chicago, IL. This is a unique opportunity to share lessons learned with empathetic peers who are leading Lean transformations in these extremely challenging times.  The participants will return home armed with techniques and actionable concepts that will challenge your organization to accelerate cultural and performance improvements.

We are thrilled by our lineup of speakers this year… Keynote Kevin Davies along with four Simpler client executives. 

This symposium is reserved solely for JWA & Simpler clients and is free of charge for two senior, chief level executives from an organization; the only expense is your time, travel, and lodging. We find that those who gain the most from the symposium are those who come in pairs – the CEO and a valued senior advisor (COO, CFO, CIO) – and are able to put your learning into action upon returning to your organization.

We hope you’ll join us for two energizing days in Chicago. Here is the link to the complete agenda, logistics, and registration:  http://events.SignUp4.com/SimplerCEOSymposium

Hockey yes, but ballet now!

By: John McNeil

Mike Rother wrote a book about Toyota and Lean in 2009. Toyota Kata describes the choreographed patterns of movements that comprise Toyota’s rigorous approaches to their work. Kata (or “form”) are used in many traditional Japanese arts such as theater (kabuki is an example) and schools of tea ceremony (chado), but are most commonly known for their presence in the martial arts.
kamae-no-kataThe concept of good form is not of course alien to American culture. We practice band in high school with choreographed patterns of movement. We practice singing in barbershop quartets, we drill as cadets, we play hockey, we send our kids to ballet for them to learn the merits of synchronized, stylized movements. We do it at work too – chefs, UPS drivers, lumberjacks and flyfishermen know that great function comes from great form. What we seldom do is draw analogies from this progressive excellence to our own work. The elements of synchronization are too often absent from our work even though we may pursue a career for 30 years and never attain the harmony that a jazz band achieves after a couple hundred hours of practicing.

Part of the problem is that we don’t know if we are working on a hockey rink or a ballet stage. Or worse, we have a different view than our coworkers. Healthcare is a sprawling enterprise and what it needs right now is ballet. For sure there is always a need for a breakaway down the ice, a serendipitous pass to a place where our star forward is going to be. But more often in hospitals and clinics we need the predictability of ballet.

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Like a marching band rounding 15 corners to magically align, like a barbershop quartet that hits the crescendo on the nose, like the UPS driver who pulls up to the curb and delivers the birthday present just in time. We need the medical record, the satisfied patient and the friendly volunteer to converge at the end of a perfectly synchronized balletic visit. And we can do it, but we have to believe it first.


IFD and the use of a “Lean Boot Camp”

– driving knowledge early to support the design process for two hospital buildings

By: Doug Dulin, JWA Engagement Leader

The Chief Executive Officer at Children’s Hospital Michigan (CHM) engaged JWA’s help and support on two design projects at his organization. The first project is an ambulatory specialty building that helps to meet the needs of a growing market in and around Troy, Michigan. The second is a design of a critical care tower, which enhances the infrastructure of the hospital’s main campus in Detroit, Michigan. To support this pediatric hospital, JWA employed a strategy called Integrated Facility Design, which is a Lean hospital design process utilized at multiple JWA client sites.

Using Integrated Facility Design (IFD), JWA clients have achieved significant results: reducing patient lead-times within an ambulatory clinic, reducing construction costs in a capital building project, and allowing projects to be completed early or on-time. As our clients moved into the new buildings and layouts, they have already achieved improved patient and staff satisfaction scores and have realized continued success around reducing patient lead-time. These were the exact results that CHM was hoping to achieve.

As JWA came on board, we learned that CHM had an initial understanding of the Lean principles we were expecting them to employ. Hospital leaders and clinicians had a general knowledge of how Lean principles could be applied to their design projects. To further educate the design team members, JWA facilitated a “Lean Boot Camp.” Attendees learned how Lean principles are integral to the IFD process and pivotal to the next six-months of their own design process.

This video details some of the improvement explored in the “Lean Boot Camp.” As Dr. Tonya Touchstone says, “It’s better to get everybody involved. Everybody participating. Everybody in the same mindset of what we need to do for the Lean process.” This is part of what makes IFD special; we involve the opinions of all stakeholders in the design process.

Visit www.childrensdmc.org/troy for more infomation about this project!

Learning from the “Lean Boot Camp” allowed the hospital team members to realize significant results, similar to other JWA clients who have used IFD. Department teams were able to reduce room requirements from the initial numbers developed by the architectural program model. Through value stream mapping sessions and into the Integrated Design events, teams were able to achieve lead-time reductions while testing and improving the eight flows of healthcare. Lead-time reductions will allow their patients to reduce their walking from the check in to the checkout process. The matrix below highlights significant results in one of the building projects.

Lead Time Review

The hospital understands that Integrated Facility Design is only 50% of the equation. The CEO and other hospital leaders agreed the work completed through the IFD process would be the catalyst for the organization’s Lean transformation work and standard work development implemented in all hospital departments. Currently, JWA consultants are on location supporting in the development of level clinical schedules, leader standard work and more in-depth knowledge around the use of lean principles.

As the face of healthcare changes, a hospital design process should change as well. In 1995, JWA Consulting pioneered the implementation of Lean with healthcare systems. Now, we are leading the application of Lean design for healthcare facilities. This is what we are calling “Integrated Healthcare Design 2.0,” which will begin to further transform the way we think about lean hospital design.

Want to learn more about IFD?

Pacesetting Consultancies JWA and Simpler Join Forces

simpler_feature_v6JWA is proud to announce its new relationship with Truven Health Analytics and Simpler. Truven Health Analytics recently acquired JWA. We will now be a part of Simpler, a Truven Health Analytics company, and together provide global leadership in Lean transformation.

Our clients will continue to experience the same high level of service and proven approach to achieving lasting transformation results.  Our 15+ years of experience and industry-leading strength in Lean applications will round out Simpler’s capabilities.  Likewise, JWA’s team will greatly benefit from the increased network of knowledge of our Simpler colleagues, clinicians, and subject matter experts. To read more

Case Study: Lean Learning Study Trip

For a pdf: Case Study – Stanford Lean Study Trip

For more JWA Case Studies: Articles and Case Studies

Case Study: Children’s Hospital Integrated Facility Design Lean Learning Study Trip

by: Allen Hullinger


JWA led a Midwestern Children’s Hospital on a one-day lean study trip to Lucile Packard Children’s Hospital (part of Stanford Children’s Health) in Palo Alto, CA. Stanford Children’s Health (SCH) perioperative services have implemented many elements of advanced lean including level loading, a takt-based environment, and daily management. The study trip participants learned valuable lessons to apply to the design of their new buildings in their regional area and its main campus. Continue reading