Podcasts about lean process improvement

As the midpoint of the year, we've carefully selected a few of our standout episodes from Season Three. These episodes stood out for their ability to captivate and engage our audience, making them the highlights of the season thus far. As always, the continued success of this podcast is made possible by your unwavering support, and for that, we extend our heartfelt gratitude. We're thrilled to revisit and share these moments with our dedicated listeners! What You'll Learn: In this episode hosts Catherine McDonald, Patrick Adams, and guest Alex Ramirez discuss embracing the philosophy of 2-Second Lean, which empowers organizations to eliminate inefficiencies, fostering perpetual improvement for sustained growth and enhanced productivity. About the Guest:  Alex Ramirez is a highly experienced Vice President of Operations at Vallourec Tube Alloy, bringing over a decade of expertise in manufacturing and Lean principles. With a focus on eliminating waste and fostering continuous improvement, he has held key roles such as Industrial Director & Lean Deployment Manager. His leadership at Vallourec includes significant contributions to Lean Process Improvement and Transformation. With a passion for team growth and development, Alex is a dedicated leader with a proven track record of success.   Links: ⁠Click Here for “2 Second Lean” by Paul A. Akers ⁠Click Here for Alez Ramirez's LinkedIn⁠ ⁠⁠Click Here For Catherine McDonald's LinkedIn⁠ ⁠⁠⁠⁠Click Here For Patrick Adams LinkedIn⁠ --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

In this episode of the Thoughtful Entrepreneur, your host Josh Elledge speaks to the Founder of Serene DataOps, Abdullah Ahmed.Abdullah Ahmed discussed the pivotal role of data operations (Data Ops) in the current data-centric environment. He revealed the importance of Data Ops for businesses aiming to succeed in a data-dominated era, emphasizing that adopting Data Ops is essential, not optional.Data Ops represents a significant shift in organizational approaches to data science and automation. Abdullah described how Serene Data Ops leads this transformation by helping companies speed up their data initiatives. The company facilitates a more efficient data lifecycle, from collection to analysis, enabling quicker and more informed business decision-making.Abdullah also covered recent advancements in AI and analytics. He provided insights into how machine learning and predictive analytics integration are increasingly accessible, allowing even smaller companies to compete with more giant corporations. This trend is leveling the playing field across industries.Key Points from the Episode:Interview with Abdullah Ahmed of Serene Data OpsThe work of Serene Data Ops in accelerating data science and automation journey for organizationsImportance of data opsExamples of client projectsInsights on trends in AI and analyticsAbout Abdullah Ahmed:Abdullah Ahmed is a prominent figure in the realm of data science and SAP leadership, and he is celebrated for driving efficiency in supply chains with his data-centric innovations. His career highlights a commitment to strategic innovation and a knack for devising solutions that yield significant cost savings, underlining his ability to tackle complex challenges with unique approaches. His efforts have consistently enhanced the value of his organizations, thanks to his visionary insights and steadfast resilience.Educated at Texas A&M and the University of Texas, Abdullah has sharpened his analytical skills to craft transformative AI solutions, earning acclaim for the projects themselves and their impactful narratives of success. His achievements include developing a cost-saving RPA system and strategically centralizing data across numerous locations, enhancing global decision-making processes. Through his founding of Serene DataOps, Abdullah has also redefined Data and Operations consulting, blending the best practices from Data Science, Software Engineering, and Lean Process Improvement to expedite the analytics development cycle, facilitating swift value delivery to businesses.About Serene DataOps:Serene DataOps specializes in enhancing the capabilities of Data Science teams, enabling them to develop and implement data-driven business processes rapidly. Recognizing that the success of process savings extends beyond just creating a good model, the company tackles common challenges customers face. These challenges often include converting robust proof of concept AI models into seamless data-driven processes and overcoming deployment delays caused by cloud migrations and code optimizations for scalability, ensuring the data perfectly aligns with the intended processes.Serene DataOps ensures production-ready code from day one by offering a suite of services to bridge the gap between Data and Operational teams. The company focuses on closing the loop of data-driven process reengineering and benchmarking existing data engineering, data science, agile, and continuous improvement practices. By establishing foundational processes for high-quality code development, managing process reengineering projects, and designing and implementing Data Lakes/Lakehouses as foundational...

What You'll Learn: In this episode, hosts Catherine McDonald and Patrick Adams discuss embracing the philosophy of 2-Second Lean, which empowers organizations to eliminate inefficiencies, fostering perpetual improvement for sustained growth and enhanced productivity. About the Guest:  Alex Ramirez is a highly experienced Vice President of Operations at Vallourec Tube Alloy, bringing over a decade of expertise in manufacturing and Lean principles. With a focus on eliminating waste and fostering continuous improvement, he has held key roles such as Industrial Director & Lean Deployment Manager. His leadership at Vallourec includes significant contributions to Lean Process Improvement and Transformation. With a passion for team growth and development, Alex is a dedicated leader with a proven track record of success.   Links: ⁠Click here for “2 Second Lean” by Paul A. Akers ⁠Click here for Alex Ramirez's LinkedIn⁠ ⁠⁠Click Here For Catherine McDonald's LinkedIn⁠ ⁠⁠⁠⁠Click Here For Patrick Adams LinkedIn⁠ --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

A transformational Global Senior Executive with extensive experience leading well-known consumer-facing brands spanning multinational public companies to owner-operator and founder-led organizations. Strong track record of driving results in general management, omnichannel, merchandising, consulting, and strategy development. A clear communicator and developer of high-performing teams and a cross-functional collaborator with global teams, vendors,  customers, and investors. Known for solving problems, creative rebranding, commitment to the customer, and positioning businesses for innovative growth and potential sale.  SELECT ACCOMPLISHMENTS  Extensive turnaround experience in the omnichannel consumer sector.  Experience working with private equity including both sell and buy-side.  Implemented ERP, warehouse management, and new web platforms. Deep experience in product development,  sourcing, and manufacturing.  Recipient of leadership and product design awards including Women in Business Honoree - Minneapolis/St Paul  Business Journal, (2019) and Corporate Leadership Award, Melanoma Research Foundation (2018). • Member of private and non-profit boards of directors.   RELEVANT SKILLS  Strategic Planning & Execution, Growth Leadership, Change Management, P & L Management, Forecasting,  Global Cross-Functional Team Leadership, Supply Chain Management, Lean Process Improvement, M & A, Integration  Strategies, Retail & Industrial Channel Management, Organization Development, Global Partnership Development,  Board of Directors, Product Innovation, Private Equity (PE), Transformational Leadership  PROFESSIONAL EXPERIENCE  HEARTLAND AMERICA, Greater Minneapolis, MN  Chief Executive Officer 2021 – present  In business for 40+ years, Heartland America is a private consumer-based company with investors that sells a full range of end-of season retail products through catalog, phone, and digital to consumers nationwide. 130 employees, ~ $50M annual revenue.  Hired to develop strategies and plans to turn around, stabilize, and grow the business. Report to the BOD Chair.  KCREICHENAU CONSULTING, Minneapolis, MN   Founder and CEO 2019 - present Support companies and PE firms to evaluate businesses with a focus on growth, opportunities, and customers.  Work with multiple private equity firms to help with due diligence and identify opportunities for multiple companies in the consumer space. Successfully conducted a business unit analysis for CEO/Board to decide how to grow a division of a  $300M consumer-based company.  COOLIBAR, Minneapolis, MN  Chief Executive Officer 2014 – 2019 This mission-driven brand has introduced numerous innovative fabric technologies, raised standards in sun protective ratings, and designed a variety of UPF 50+ apparel. In 2016 the business was acquired by Olivarius Hospitality.  Recruited to succeed the founder in 2014 to reposition the company for the next phase of growth.   EXECUTIVE LEADERSHIP | STRATEGY DEVELOPMENT | CORPORATE ALIGNMENT | EXIT STRATEGY • Collaborated with the BOD and senior leaders to develop strategy and implantation plans, budget, and portfolio. Kendra Reichenau – page 2  Led the business turnaround with a successful transaction to new ownership in 2016.  Deployed significant change management and prioritization methods including new systems, implementation, ERP  integration, warehouse, and web platform.  Led global growth including 200 retail and luxury resort wholesale accounts. Attained Double-digit growth for three consecutive years, with 100% growth in year five.  OPERATIONS | BUSINESS DEVELOPMENT  Increased from 45 FTE employees to 100 global employees; added in-house production offices in Thailand and India. • Migrated 50% of all production away from agents to in-house to improve margins, quality, and supply chain. • Achieved strong growth by prioritizing e-commerce and Amazon businesses.  Focused on growing new wholesale channels and strengthening core business, as well as identifying new product categories and brand partnerships.  Built a strong online community through social media with a focus on education and support. Grew customer engagement by 300%.  KOHLER COMPANY, Kohler, WI  President, McGuire Furniture - San Francisco, CA 2011 – 2013 One of the largest privately-operated global firms with 48 divisions and ~$6.5B in annual revenue.  Led turnaround, management, and growth of an international, omnichannel luxury furniture company in wholesale,  retail, manufacturing, and design. Managed a 300-member global team.  Re-invigorated a 60-year-old heritage company known for high quality and beautiful design. • Managed full P&L for two manufacturing plants, three unions, and 120 wholesale partners globally. • Grew successful e-commerce and digital strategy.  Won multiple design awards for new product launches.  Created a strong foundation of sales and products for the successful sale of the company in 2015.  LUXOTTICA GROUP. Milan, Italy  Senior Vice President and General Manager - N3L Optics - Orange County, CA 2007 – 2011 Luxottica is a global leader in eyewear, with over 5,800 optical and sun retail stores in North America, Asia-Pacific, China, and Europe with a strong brand portfolio including Ray-Ban, the best-selling sun and prescription eyewear brand globally.  Reported directly to the CEO of Oakley. Managed 70 employees with full P&L responsibility. • Developed and launched an interactive, multi-branded sports performance sunglass retail concept. • Grew the business to 10 locations when successfully transferred over to the Sunglass Hut division. • Attained + 20% YoY store increase on 10% less inventory (2010).  Created the branding, defined the consumer, and developed the PR/marketing strategy to drive awareness in national and local markets. Drove all assortments and visuals, and ensured field support and training.  Senior Vice President and GMM - Sunglass Icon, division of Oakley, Inc.  Responsible for the general management of a 125-retail inline and kiosk sunglass store chain. • Created the vision for all marketing, merchandising, and field training and execution.  Negotiated new terms and relationships with the vendor community.  Improved margin by 1.5 pts. Grew revenue by 6% to over $80M business.  Led the migration of all 125 locations to be re-branded under Sunglasses Hut name and systems once Oakley was purchased by Luxottica.  REICHENAU CONSULTING, San Francisco, CA  Interim Executive and Consultant - San Francisco, CA 2004 – 2007 Worked with Board Members at Oakley, CEO of Gymboree, President of Dockers, and CEO of Crescent Jewelers to review existing product development processes, identify business opportunities, and implement organizational change. Acting VP of Design for Dockers Women's - Focused on improving fit and defining the design process by calendar month. Acting GMM for Crescent Jewelers - Created a marketing plan, new brand image, and visual standard for all stores.  Reduced inventory by 20%; improved sales by 10%.  Acting Head of Merchandising for Janeville (Gymboree) – Defined and clarified the customer, streamlined the product fits, and the go-to-market processes.  GAP, INC., San Francisco, CA - Senior Director and Divisional Merchandise Manager - Women's NORDSTROM, INC., Seattle, WA - Vice President, Brand Manager, Halogen   ARTHUR ANDERSEN/KPMG, San Francisco CA - Manager   EDUCATION  SCRIPPS COLLEGE, Claremont, CA - Bachelor of Arts Degree in Political Science  AWARDS AND RECOGNITION  Women in Business Honoree - Minneapolis/St Paul Business Journal - 2019  Corporate Leadership Award - Melanoma Research Foundation (MRF) – 2018  Several Design Awards for Product Launches - KOHLER COMPANY - McGuire Furniture  PROFESSIONAL ASSOCIATIONS  CHIEF (National Executive Women's Group) – Selected Member 2022  BOARD OF DIRECTORS  Board Member- WASHBURN CENTER FOR CHILDREN, Minneapolis, MN (2021 – present)  Board Member; Executive Committee - CRISTO REY HIGH SCHOOL, Minneapolis, MN (2015 - 2021) Board Member; Chair, Marketing Committee - IMMACULATE CONCEPTION ACADEMY - Cristo Rey (2009-2013)

Coral Digatono discusses Advisory Services with BWBR's Brandon King, AIA, MBA. Together they take a high level look at a few Advisory Service offerings and why they are important to building owners.Music provided by artlist.ioFunk It Up : Steve PoloniCircle : Luke Melville

On today's episode of the Spapreneur Podcast we welcome Tracy Morgan (no not the 30 Rock one). Tracy's mission is to ensure entrepreneurs always have time for what matters most- in biz and life. This message struck to her core when a jet-setting career (and a 100 year flood!) got between her and her new-born baby. Becoming a mother re-shaped her life and her choices. It was the turning point that pivoted her from a successful corporate consulting career to creating Tracy Lynn Morgan.com, an on-line consulting company focused on helping heath coaches, consultants & practice owners scale-up their profits while scaling-back their hours. Using her 14+ years of Lean Process Improvement & Behavior Change expertise, she now helps Health Entrepreneurs set-up systems that deliver exceptional client results that attract, retain and create raving-fan clients who become their brands most powerful marketing tool. She created her signature "Time To Profit" method, to help CEO's & practice managers free up time to build a more profitable business around a lifestyle they love... and always have time for what matters most.

We have discussed the concepts of LEAN process improvement in several past episodes. In episode 47 we had our own Director of Consulting, Doug Howard, join us to introduce the LEAN System and we have referred to the various concepts of LEAN in others. Over the past few years, Doug has worked with remodelers and... The post Ep.132: LEAN Process Improvement in the Real World with Spencer Jacobson appeared first on The Tim Faller Show.

This week on Rural Health Leadership Radio we are talking about the transformation of care. We are having that conversation with Josh Martin, CEO of Summit Pacific Medical Center, a Critical Access Hospital in Elma, Washington. “We set a very bold vision that through Summit Care, we will build one of the healthiest communities in the nation.” ~Josh Martin Josh Martin joined Summit Pacific Medical Center in 2016 with more than 18 years of healthcare experience in both large health systems and rural community hospitals. Josh has a Master’s Degree in Business Administration with an emphasis in Healthcare, and a Bachelor of Science Degree in Business Administration, both from Northwest Nazarene University in Idaho. He has a certification in Lean Process Improvement from the University of Washington and a Social Marketing certification from Boise State University. Josh currently serves on the Washington State Hospital Association Public Policy Committee as well as the Rural Health Committee. He is an active board member on the Washington Rural Health Collaborative, Greater Grays Harbor Regional Chamber of Commerce, and acts as Vice-Chair for CHOICE Regional Health Network. Josh understands the healthcare delivery system and enjoys the challenge of rural hospitals. He strives to create an organizational culture that embodies excellence, compassion, and quality while advocating at a state and national level to transform our healthcare delivery system. In his free time, Josh enjoys mountain biking, playing soccer, volunteering in the community, and spending time with his wife and 3 young children.

The Best Practices podcast explores the exemplary work done by practices in the MidSouth Practice Transformation Network over the last three years. Throughout the episodes, the podcast explores quality improvement efforts, but what are these continuous process improvement methods? Kirkland Ahern-Jones, Director of Operations for the Midsouth PTN, interviews her cohost, Dr. Thomas Spain, primary care physician and Director of Practice Transformation at the Midsouth Practice Transformation Network, to explore the continuous process improvement methods and why they are needed. The efforts of the MidSouth PTN were underpinned by the knowledge that to thrive in a value-based payment environment, practices needed to learn how to continually improve and how to use data to drive that improvement. There are a number of continuous process improvement methods, but the two most common in healthcare are Lean Process Improvement and the IHI Model for Improvement. Each method includes preparation practices need to make before they undertake improvement and before they begin making changes. Continuous process improvement methods are essential when striving to enact change, because these methods provide a feedback cycle that enables practices to learn from the changes being put in place and to allow what they have learned to influence the changes made in the future. The IHI Model for Improvement is simple and universal. The Institute for Healthcare Improvement provides a wealth of resources online, and their Model for Improvement begins with two parts. The first part is a trio of questions that aid a practice in setting aims, establishing measures, and selecting changes. A practice’s aim should be quantifiable; it should be specific, measurable, attainable, relevant, and time-frame bound. How a practice will measure to know a change is an improvement is a step that is often left out, but it is pivotal to the use of data to drive improvement. The second part of the first step of the IHI Model for Improvement is the Plan-Do-Study-Act (PDSA) method for testing change. For those interested in quality improvement, we invite you to explore the continuous process improvement methods. Dr. Spain’s best advice for those just beginning their healthcare improvement journey: Start small. Podcast Episode Resources To learn more about the resources referenced in this episode, please see the following links: CMS: https://www.cms.gov/ TCPI: https://tinyurl.com/tcpi19 MidSouthPTN: https://midsouthptn.com/ IHI LEAN Model: https://tinyurl.com/goinglean PDSA Cycle: https://tinyurl.com/pdsa19 QI Toolkit: https://tinyurl.com/qitoolkit19

As the owner and founder of Transformation Empowerment Solutions, known as TransformationbyCarmen.com, Carmen has been resiliently studying and perfecting her craft while completing her Doctorates Degree with Bakke Graduate University Transformational Leadership with an emphasis in Culture and developing Women Entrepreneurs. Carmen is an alumni of Spring Arbor College, Masters Degree In Family Studies, Bachelors Degree in Management & Organizational Development, Ministry Training and Self-Esteem Expert. In addition, Carmen is an International Certified Holistic Life Coach. Carmen is an inspirational, motivator, author, encourager, teacher, and sought after speaker who travels the world to speak at seminars, workshops, conferences, and community events. Carmen is a Transformation Strategist, with a Green Belt Certification in Lean Process Improvement; she has taught & facilitated foreclosure prevention, credit repair, home buying classes, marriage & family classes and self-esteem, Mission/Vision/Values, Stakeholder Engagement Analysis, Lessons Learned, Purpose/Position/Power workshops. Carmen has a proven system to show you how she went from a million dollars in debt without filing bankruptcy. Carmen’s has over 20 years of experience working with executive leaders, government leaders, professional athletes and managing multi-million dollar real estate projects. Carmen is the Founder and Executive Director of Transformation GEMS, a 501c3 Women’s Entrepreneur Empowerment Startup Accelerator, in the Lansing, MI area, Carmen has helped several women start & sustain businesses within the last 10 years. Carmen’s mission is to strategically educate, motivate and empower every individual she meets to do the impossible while identifying their solutions. https://www.transformationgems.com/

Leadership Coach. Consultant. Facilitator. Speaker. Entrepreneur. Carmen Thomas is a top notch exuberant entrepreneur.  She is the originator of Transformation Empowerment Solutions: a successful leadership firm that offers custom made winning programs, specializing in life changing leadership and organizational development.   As a LEADERSHIP COACH: Carmen Thomas is an advisor to a vast amount of Successful Entrepreneurial Businesses, Various Organizations, Chief Executive Officers and serves as a role model to diverse Board Member. She is well recognized as the top executive coach’s in her region.  As a CONSULTANT: Carmen specializes in providing vital information to executives and leadership teams.  Her strategic method assist in helping top officials reach their full potential through a solution focused process with cohesive organizational change, and process transformation.  As a FACILITATOR: Carmen's unprecedented professional workshops, conferences and seminar programs are strategically customized to deliver results that are measurable and sustainable.  As a SPEAKER: Carmen serves as a dynamic spokesperson to nationwide businesses that leads to phenomenal growth, personal and professional development. She offers an amazing keynote address with her unique teaching style from her years of experience in the world of leadership and business.  As an ENTREPRENEUR/AUTHOR: Carmen’s extensive research background offers a new and vibrant taste to leadership.  She has implemented several programs, such as tactical leadership, mentoring and new employee orientation programs. Her public speaking abilities offer, motivational speaking and presentations on self-esteem, foreclosure prevention and life skills that will leave you speechless. She has owned and operated a Real Estate Company, Residential Marketing Consulting Company, a Nonprofit Company called Unstoppable Families, Being U 4Real Self-Esteem Boutique and most currently the Meetups Global Networking Group, networking with over 500 women entrepreneurs.  She is the author of two books: Being U 4Real and Foreclosure Prevention.  Carmen brings expertise to her work with over 20 years in leadership development, marketing, customer service, problem solving, entrepreneurism, real estate sales, leasing, residential and commercial for private and state government.  She has a Green Belt in Lean Process Improvement, Bachelor of Science Degree in Management & Organizational Development, Master of Arts Degree in Family Studies and currently pursuing a Doctorate Degree in Transformational Leadership with a specialization in Culture Transformation.  Carmen Thomas' clients value her for her highly exceptional commitment to diversity, excellence, integrity and results.     Carmen is the Founder and Executive Director of Transformation GEMS, a 501c3 Women’s Entrepreneur Empowerment Startup Accelerator, in the Lansing, MI area, Carmen has helped several women start & sustain businesses within the last 10 years. Carmen’s mission is to strategically educate, motivate and empower every individual she meets to do the impossible while identifying their solutions. Visit her at https://www.transformationgems.com/ Keep in contact with us,   sign up and get our free gift to YOU: https://drgenevaspeaks.com Follow our hashtag #ignite2impact  Please share this podcast & let us what you think, *subscribe in iTunes and leave a review

On this week’s episode of MakingChips, guest Noah Goellner talks about lean process improvement for manufacturers. Noah is the Vice President of Continuous Improvement for Hennig Inc. He is also a lean expert with who presents lean practices in his role at Hennig and as a member of the board of directors of QRM. During this conversation with Jim and Jason, Noah shares why focusing on lean process improvement is important for manufacturers and how it can help transform their companies. Connect with us:www.MakingChips.com/contact Why do manufacturers need to focus on lean process improvement Manufactures should devote time to integrating lean into their companies for many reasons. There are cost saving benefits, improvement of throughput, better problem-solving skills and employee development and much more. Failure to have a lean process can put you behind the competition Noah says, “You can’t improve without changing and you can’t change without improving unless you are going the wrong way.” Listen as Noah explains the benefits of lean process improvement during this podcast. How lean flows value to the customer Success doesn’t begin on the shop floor. Most of what determines success happens upstream before the work ever reaches a machine. Quality engineering, supply chain, and employee development all determine whether or not your company can serve your customers well. Lean process improvement is all about flowing value to the customer by eliminating waste or white space, increasing efficiency and consistently improving in all areas of the business. Listen as Noah Goellner shares more ways that lean flows value to the customer. How can you start implementing lean into your company? As with any new process implementation, the key is to take the first step. You don’t have to wait until you have everything figured out. And you don’t have to do everything at once. Consider your pain points and areas of inefficiency and start with one challenge. Noah Goellner talks about taking a cata approach to solving problems. He encourages manufacturing leaders to avoid the shotgun approach and instead take a focused approach to implement lean. Lean process improvement over the natural approach Manufacturing leaders can fall into the habit of operating their companies under natural or organic processes and expectations. However, growth and improvement must be intentional. Noah explains that taking the natural approach allows you to work in your areas of strength while your weaknesses remain unaddressed. Lean process improvement can be an effective agent of change, especially in the areas of weakness. As you identify the challenges within the business, you can then start to implement strategies to change for the benefit of the company and the customers you serve. Hear all about that and more on this episode of MakingChips. Here’s The Good Stuff! Manufacturing News: Manufacturing’s mixed messages aren’t helping to close the skills gap. Why do small machine shop owners need to devote time to implementing lean into their businesses? How Noah Goellner defines lean and how it helps companies provide value to the customer Real-world practices for implementing lean into your manufacturing business How to work backward through the manufacturing process to set expectations and evaluate process to achieve those requirements. What is cata and how does it help with problem-solving? Noah Goellner shares some stories of success for companies have implemented lean processes. What is the best reason for implementing a process rather than allowing it to happen naturally Tools & Takeaways This Week’s Superstar Guest Noah Goellner Connect With MakingChips www.MakingChips.com On Facebook On LinkedIn On Instagram On Twitter On YouTube Subscribe to Making Chips on Apple Podcasts, Google Play, Stitcher, or Spotify

Is it possible to get a job as CMO in a year? Well, it depends. It’s certainly easier if the organization you’re working for is looking for a CMO. Or if you’re in a large city with multiple hospitals, MCOs and large medical groups. What do you need to do to get that job as soon as possible, even if you have limited management and leadership experience? Well, let me be your mentor and show you how it might be done. Let’s start with the end in mind. What skill sets will a CMO candidate need to demonstrate so that an employer will... read a cover letter and resume, set up a series of interviews and, select you as the new CMO? If you’ve graduated medical school, completed a residency and worked clinically for a few years, you already have many of the necessary leadership skills. But you’ll need to work on those additional business and management skills that will enable you to work in a corporate environment. I break down those skills into five general areas that a health care organization will generally be looking for: Data Management Financial Management Business Practices Leadership Skills Talent Management So, let’s break those 5 skill sets down into how they’re learned and demonstrated on your resume. Data Management. In this arena you should be able to demonstrate the ability to analyze a variety of data, simplify and explain it to others, and create action plans to address underperformance. The type of data typically analyzed includes quality and patient safety metrics, utilization review, including length of stay and resource utilization, patient and physician satisfaction data, and process measures, such as turnaround times. You should also be able to design balanced scorecards and dashboards, understand Lean Process Improvement and Six Sigma principles, and prepare for accreditation surveys.  You may already have experience reviewing your own, and possibly others’, quality data. But to fully demonstrate this skill set, you can consider taking the following steps. Take a course on quality reporting. These are available through the National Association for Healthcare Quality and the AAPL. Participate in committees that review data: QI Committees, and UM Committees. These committees can be at your medical group, hospital staff, or at nonprofit organizations you might join as a volunteer. I’m on the board of a hospice and chair of the quality committee. Other nonprofit healthcare organizations have boards and many have quality committees. Seek a position as a part time medical director for quality, utilization management, or clinical documentation improvement. All of them collect and analyze data. Chat with the director of the department that manages those activities to see if they need part time assistance with analyzing and presenting reports based on their collected data. Become certified in Lean Process Improvement or Six Sigma. Some courses can be completed in as little as 8 weeks. Volunteer to help prepare for the next accreditation survey of your ambulatory surgical center, hospital, or wound center.  Financial Management. This includes understanding health system financial reports, departmental revenues and expenses, and creating an annual budget and managing to it. One of the biggest concepts here is to understand accrual accounting. There are other unique issues related to health care finances, such as gross vs. net revenues, income adjustments, and bad debt that must be understood.  To gain experience, you can do the following. Review your own personal financial and productivity reports from your medical group. Volunteer to work part-time as medical advisor or medical director to present and explain reports to other physicians in the group. Find a nonprofit that has Finance Committee. The hospice I spoke about earlier has a Finance Committee, and members review monthly income and expense statements, balance sheets and other financial documents. If possible, chair the committee. This forces you to be understand the financial reports more thoroughly. Hospitals also have boards and finance committees that need members and chairs. Take a health care finances class through the AAPL or ACHE. Or take a course through a local community college in accounting to become more familiar with common accounting terminology and practices.  Business Practices. These include running effective meetings, writing reports, preparing and delivering presentations, identifying and writing management goals, and project planning.  You can learn some of these skills in the following ways. Take business and management courses through the AAPL, ACHE and others. Participate in service line committees such as those for a wound center, ICU, CCU, observation unit, occupational medicine clinic, spine center, vascular center, family planning clinic, STD clinic, and other inpatient units and outpatient service lines. Then participate in or chair planning committee meetings, strategic planning meetings, and marketing meetings for any such committees. Volunteer for the CME planning committee at your hospital. If there isn’t one, locate national educational organizations in your area by searching the list of accredited providers on the ACCME at accme.org. Work hard to become the chair of the CME committee, if possible.  Leadership Skills. In order to effectively lead a division that includes multiple departments, you will need experience in negotiation; healthcare law, (including contracting, Medicare fraud and abuse, credentialing and privileging, and risk management); team building and coaching skills; strategic planning, and working effectively in an executive team.  You can acquire these skills in the following ways. Take courses on health care law through the AAPL, ACHE or local universities in your area. Read up about SWOT (S. W. O. T.) analysis and take a committee or a department through one as medical director for any service line or medical group department, or your own medical practice. Use the SWOT Analysis to develop an action plan and set of SMART goals at the beginning of each year and follow up with progress and completing of the goals at the end of the year. Participate in as many boards, committees and teams as possible, and chair as many as you can, and keep track of each one’s accomplishments for your resume.  Talent Management. This goes beyond simply hiring, firing and supervising employees. A seasoned CMO will need to know how to attract and recruit good managers and directors, maintain accountability, build loyalty, develop future leaders, communicate with clarity, delegate appropriately, create succession plans, and avoid micromanagement.  This is the most difficult of the five major areas to get experience in, unless you have staff directly reporting to you. Most medical groups involve physicians by having them attend and chair meetings. But physicians often do not have direct line responsibility for employees.  You might not be able to get real life experience in this aspect of management skills until you’re at least part time in management as medical director, or department director or an equivalent position.  There are some things you can do, however. If you’re already working as a medical director, try to get the department restructured in such a way as to have staff report directly to you. You’ll need to take on the responsibility of meeting individually with direct reports, providing direction, and completing evaluations. But it’s the only way to truly learn how to do these activities. You can start by taking these roles on in your practice. Become the managing partner, if you’re in a small to medium group, and actively manage supervisors and managers to gain this valuable experience. By following these suggestions, you will be able to demonstrate the skills to be a successful CMO, and land a high-paying and fullfilling job as a physician executive and leader. For the show notes, go to vitalpe.net/episode052 I've also developed a paid mentoring program in which I assess your current skills, identify gaps in each of the 5 domains, and help you to obtain new skills through part-time paid and volunteer experiences. To find out more about this program, go to Become CMO in a Year

Date: November 17, 2016 Featuring: Joanne Zee, BScPT,  MSc, MCPA, Senior Clinical Director, Brain and Spinal Cord Rehab Program, Toronto Rehab, University Health Network (Toronto, Canada) Brenda Kenefick, Director, Lean Process Improvement, University Health Network Gregg Meyer, MD, MSc, Chief Clinical Officer, Partners Healthcare System (Boston, MA) We’d like to think that robust safety cultures are so common in health care organizations today, everyone is comfortable pointing out missteps and discrepancies to their colleagues and even getting better at bringing them to the attention of their supervisors. Not so fast.   Consider this scenario: A patient is being discharged from the hospital and you, a staff person, notice that the discharge nurse has been called away from the bedside and left the patient’s chart on a table where anyone can view it. Here’s another one: You observe a doctor not washing her hands before entering a patient’s room. And, there’s this: You spot the same equipment, a monitor, in a hospital hallway for several weeks in a row. There’s no note on it, and you and your colleagues, who also notice the machine, never inquire if there’s something wrong with it or why it’s been sitting there for so long.   So, what do these situations have in common? Well, in each there’s an opportunity to speak up, or speak to someone about behavior or a situation that’s problematic, especially where patient safety is concerned, and you don’t. How come? That's what we looked into on the November 17 WIHI: How to Speak Up for Safety. 

Something that should be obvious to many is that the US Government (or probably any government local or federal) is full of waste: processes are bloated, many workarounds, a lot of waiting – you get the picture. A natural antidote to such a state of affairs is the application of lean manufacturing or six sigma. […] The post Lean Process Improvement in Government: Ron Paul appeared first on OpEx Learning Resources.

Something that should be obvious to many is that the US Government (or probably any government local or federal) is full of waste: processes are bloated, many workarounds, a lot of waiting – you get the picture. A natural antidote to such a state of affairs is the application of lean manufacturing or six sigma. […] The post Lean Process Improvement in Government: Ron Paul appeared first on Shmula.