Lean Leadership for Healthcare

158  ◾  Lean Leadership for Healthcare

When the first class graduated, the residents initially returned to their

home area to make contributions to the program/department from which they

came. is created an incentive for managers to encourage staff to participate

in the program. When supervisor positions opened up, the interested candidates

applied and frequently were given the new position. e results were dramatic.

A typical resident, when compared to their peers, outperformed their counter-

parts in all measurable areas. e average increase in performance versus their

peers against the key measures was 12–35% higher in any measureable category.

ese key measures include quality and safety, lead time and access, cost perfor-

mance, the pat