Planet Lean: The Official online magazine of the Lean Global Network
The experience of a value stream manager in a lean hospital

The experience of a value stream manager in a lean hospital

Leonidia Maria Altoé
December 15, 2017

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

Leonidia Maria Altoe photograph
Leonidia Maria Altoé is a Value Stream Manager at IOV, in Brazil

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Lean thinking for the family business
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WOMACK’S YOKOTEN – The author discusses the benefits that the many family businesses making up our economies can harness from embracing lean management.

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Ten strategic planning problems hoshin kanri can solve
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Ten strategic planning problems hoshin kanri can solve

FEATURE – Is your organization experiencing any of the strategic planning problems described in this article? If so, it might be time to tap into the potential of hoshin kanri.

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How a Ukrainian company modernized itself using lean
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How a Ukrainian company modernized itself using lean

INTERVIEW – In this Q&A, the CEO of a Ukrainian provider of equipment for stores shares how lean thinking has helped his company modernize its processes and engage its people.

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The first steps of a Paris hospital towards lean healthcare
January 13, 2017
The first steps of a Paris hospital towards lean healthcare

NOTES FROM THE GEMBA – On this gemba walk in the cardiology department of a Parisian hospital, the author discovers how the team is changing its internal dynamics and processes to make lean their way of thinking.

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