The experience of a value stream manager in a lean hospital
INTERVIEW - What happens in an organization after a move from silos to value streams? In this video, a Value Stream Manager from a Brazilian cancer treatment center shares her experience.
Interviewee: Leonidia Maria Altoé, Value Stream Manager, Instituto de Oncologia do Vale - Brazil
Too many organizations still have a vertical structure based on silos and functions. Lean thinking calls for a dramatic change in the way the work takes place, based on value streams. At IOV, a cancer treatment center located in São José dos Campos, that's exactly what we did.
In the below interview, I explain what the change meant to me and my colleagues, how it made our jobs easier and how it dramatically improved outcomes for patients.
THE INTERVIEWEE
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FEATURE – By looking at the state of lean management in the South African government sector, the author shares a number of important lessons that apply to public service organizations all around the world.
CASE STUDY – This primary care unit in Brazil is hoping to become a model for other units in their system. Take note, this is how Lean Thinking can spread across healthcare systems.
FEATURE – To really embrace lean thinking means to ensure the bureaucratic structures in our organizations enable our people to excel, rather than constrain their creativity.
FEATURE - Managers often confuse doing work with managing work. Effective management requires focused metrics—service performance, customer demand, and system constraints—rather than overwhelming, lagging control data.