30 ottobre 2012 § Lascia un commento
Forse banale come concetto ma vi prego di ascoltare questo video, breve ma molto chiaro
guardate dentro di voi, meditate, mettevi in discussione, ma non fermatevi
6 febbraio 2012 § Lascia un commento
Su questo argomento ci tengo ad evidenziare i risultati ottenuti in USA, in struttura ospedaliera, dove è stata introdotta la LEAN ORGANIZATION.
La nostra esperienza Internazionale, derivante da una JV con un gruppo Americano specializzato in LEAN HEALTHCARE, ci permette ci confermare che quanto indicato è assolutamente reale, e fattibile, confermato da qualche raro caso in Italia, che può sostenere questa tesi. (i progetti sono però stati sviluppati solo in ambiti ristretti).
Ogni qualvolta entro in un Ospedale Italiano, guardandomi intorno possono osservare sprechi continui, dispersioni, tempi di attraversamento “biblici”, dovuti fondamentalmente ad una mancanza di cultura rivolta “al fare meglio”.
Quante volte, quante cose potremmo svolgere in maniera migliore e con spesso la metà della fatica?, ve lo siete mai chiesti?quali risultati potremmo ottenere guardando dalla stessa parte e con un processo chiaro e condiviso?
Credo che l’Italia, con le sue persone, tanto creative, quanto (concedetemi) indisciplinate, potrebbe essere la migliore nel panorama quanto meno “europeo” a livello di crescita e miglioramento continuo.
Ribadisco che la nostra esperienza sostiene che la Sanità in Italia potrebbe fare grandi miglioramenti ed essere Guida a livello Internazionale, basta volerlo
Over on the Hospitals and Health Networks site, I read this great article about the Denver Health organization’s incredible benefits resulting from its six-year Lean journey. Patricia A. Gabow, CEO of the Denver Health and Hospital Authority, believes the $135 million financial benefit since 2006 is a result of the adoption of Lean management techniques. In addition, in 2011, the hospital evidently saw “$46 million in financial benefits from Lean projects.”
Other than the amazing benefits discussed in the article, I found this detail quite interesting: “There are 16 value streams and an organized method for picking improvement projects. Some are short term, others extend over multiple years, such as revenue cycle, the OR and community health. Each value stream has an executive sponsor and a steering committee that meets monthly. Gabow reviews metrics for all of the value streams and rapid-improvement events every month.”
What do readers working in the healthcare industry think of this format for value stream maps? Are your maps used in the same fashion?
After winning the coveted Shingo Prize for Operational Excellence (the first healthcare organization to achieve this feat) , Denver Health now offers its own Lean Academy.
25 gennaio 2012 § Lascia un commento
Iniziamo bene le nostre giornate, ecco come fare, nulla,di nuovo, ma dobbiamo abituarci ad essere costanti nelle azioni che fanno bene a noi stessi e di riflesso anche alle persone intorno a noi
Do you want to get more done, reach more of your goals, and make a bigger difference?
If so, the morning is when that can all begin!
However you came to read these words, I’m confident you are interested in greater productivity, achievement and success. Perhaps you want that for yourself, or perhaps you want that because you lead others and you owe it to both yourself and them. Either way, this article will help you when you take action on what follows.
Before We Start
Before I share the ten ideas, a couple of caveats.
1. There is likely nothing on this list you haven’t heard before. That doesn’t make the list less valuable. In fact, it proves these ideas work if you use them!
2. You can’t do them all. I’ll say more on that at the end of the list, but don’t read thinking “I can’t do all of these,” because that would be missing the point of doing something.
Making the Time
None of these would have to be done in the morning though, from Ben Franklin to the present day, it has been proven that getting up earlier is a great way to accelerate your success (and “find” intentional time to do important things for you).
My intention with this list is to give you a list of things that you could do in 30 minutes or less each day. Trying to find 30 minutes in an already-packed-like-sardines-in-a-can day might seem daunting. That is one reason why I suggest creating a new morning habit.
Making a decision to change your morning routine and getting up 30 minutes earlier than usual is the first part of this habit. I am a morning person, and you may not think you are, and that’s ok. I’m not suggesting when you get up; just that you get up 30 minutes earlier than you have in the past!
Ok, now, on with the list!
The Ten Habits
The list is in no particular order. My point isn’t to prescribe one, rather to present them all. Any one of these actions, made into habit, can change your life for the better (and perhaps much sooner than you think).
Read powerful material. This could be spiritual or uplifting, it could be edifying to a goal or objective. I don’t mean the newspaper, your blog reader feed, or a celebrity magazine. Read intentionally, to put powerful and valuable ideas into your head at the start of your day.
Exercise. Exercise is good for your health and it releases powerful chemistry in your body for greater energy and productivity as well. If you are a lunchtime or after work exerciser, that is fine; just pick a different habit on this list!
Write Notes. Get out your pen and paper and write notes to people. It could be a thank you note to a client, colleague, or team member. It could be sharing a resource, article, or idea. It could be a letter to a family member. It could be appreciation or a note to let people know they are remarkable. All day, you will be on your computer. This habit is about personal, intentional, and handwritten communication and connection.
Review Your Goals. If you have goals (if you don’t, make that the first new habit —to write them), reviewing them daily is powerful. Look over your daily, weekly, short and long term goals. Review your bucket list ,or lifetime, goals. This can be a simple reading of the list and then allowing yourself time to soak them into your subconscious. While or after you read them, think about why these goals are important to you, too.
Plan Your Day. While a great point can be made for doing this in the evening for the next day, starting each day with a clear picture of what you want and need to accomplish is important. This short time will help you keep the important items on your mind and help you from falling completely into reactive mode all day long.
Meditate or Pray. Quiet your mind. Follow a process that you already know, or learn one. Especially if you are moving quickly past this one to find “something better,” for you this might be the most valuable one of all.
Think! Closely related to meditating or praying this is quieting your mind to specifically work on a challenge, a problem, or decision. This one might also be less of a singular habit, but one that is done in tandem with many of the others on this list.
Work on a Goal. What if you invested 30 minutes each day to progress you towards one of your goals? Do you think you would achieve more of your goals? Duh.
Reflect on Yesterday. One of the best ways to improve and get better is to make sure you are learning from your experiences. Making time to consciously ask yourself what you have learned, what you want to repeat, and what you want to change is a powerful productivity habit.
Journal. This one truly is a combination habit; it can be coupled with almost any other one on this list (yes, you can even journal about your exercise, keeping track of what you did each day, for example). When you write your thoughts you make them clearer. When you write you become more focused, learn more, and improve your results.
Pick one, two at the most. You may like all of these ideas. That’s fine, but you have to pick. Perhaps you will try two each day (some can be done in less than 30 minutes), or perhaps you will do one during the week and another on the weekends.
Find what works best for you.
And start today (or tomorrow morning, at the latest).
22 dicembre 2011 § Lascia un commento
Vi prego di leggere questo articolo tratta dal BLOG di HBR.org, in quanto descrive chiaramentela differenza di stile e approccio al lavoro tra due persone che lavorano 10 ore giorno.
Spesso, e soprattutto in alcune aree del Nord ci focalizziamoe si valutano le persone sul quantitativo di ore di lavoro svolgono e non sull’effettiva qualità ed efficienza del lavoro; vi siete mai fermati a rilevare il lavoro delle persone e tracciarne un grafico sull’efficienza e sul quantitativo di lavoro svolto senza errori?, ebbene io si (fa parte del mio lavoro) e vi confermo che, a parte casi particolari, quanto indicato nell’articolo, anche se direi che il sonnellino a metà pomeriggio non lo ritengo particolarmente corretto, rappresenta un ottimo esempio sul quale lavorare.
Buona lettura e attendo feedback
Two people of equal skill work in the same office. For the sake of comparison, let’s say both arrive at work at 9 am each day, and leave at 7 pm. Bill works essentially without stopping, juggling tasks at his desk and running between meetings all day long. He even eats lunch at his desk. Sound familiar? Nick, by contrast, works intensely for approximately 90 minutes at a stretch, and then takes a 15 minute break before resuming work. At 12:15, he goes out for lunch for 45 minutes, or works out in a nearby gym. At 3 pm, he closes his eyes at his desk and takes a rest. Sometimes it turns into a 15 or 20 minute nap. Finally, between 4:30 and 5, Nick takes a 15 minute walk outside. Bill spends 10 hours on the job. He begins work at about 80 percent of his capacity, instinctively pacing himself rather than pushing all out, because he knows he’s got a long day ahead. By 1 pm, Bill is feeling some fatigue. He’s dropped to 60 percent of his capacity and he’s inexorably losing steam. Between 4 and 7 pm, he’s averaging about 40 percent of his capacity. It’s called the law of diminishing returns. Bill’s average over 10 hours is 60 percent of his capacity, which means he effectively delivers 6 hours of work. Nick puts in the same 10 hours. He feels comfortable working at 90 percent of his capacity, because he knows he’s going to have a break before too long. He slows a little as the day wears on, but after a midday lunch or workout, and a midafternoon rest, he’s still at 70 percent during the last three hours of the day. Nick takes off a total of two hours during his 10 at work, so he only puts in 8 hours. During that time, he’s working at an average of 80 percent of his capacity, so he’s delivering just under 6 ½ hours of work — a half hour more than Bill. Because Nick is more focused and alert than Bill, he also makes fewer mistakes, and when he returns home at night, he has more energy left for his family. It’s not just the number of hours we sit at a desk in that determines the value we generate. It’s the energy we bring to the hours we work. Human beings are designed to pulse rhythmically between spending and renewing energy. That’s how we operate at our best. Maintaining a steady reservoir of energy — physically, mentally, emotionally and even spiritually — requires refueling it intermittently. Work the way Nick does, and you’ll get more done, in less time, at a higher level of quality, more sustainably. Create a workplace that truly values a balanced relationship between intense work and real renewal, and you’ll not only get greater productivity from employees, but also higher engagement and job satisfaction. There’s plenty of evidence that increased rest and renewal serve performance. Consider a study conducted by NASA, in collaboration with the Federal Aviation Administration, of pilots on long haul flights. One group of pilots was given an opportunity to take 40 minute naps mid-flight, and ended up getting an average of 26 minutes of actual sleep. Their median reaction time improved by 16 percent following their naps. Non-napping pilots, tested at a similar halfway point in the flight, experienced a 34 percent deterioration in reaction time. They also experienced 22 micro sleeps of 2-10 seconds during the last 30 minutes of the flight. The pilots who took naps experienced none. Or consider the study that performance expert Anders Ericcson did of violinists at the Berlin Academy of Music. The best of the violinists practiced in sessions no longer than 90 minutes, and took a break in between each one. They almost never practiced more than 4 ½ hours over a day. What they instinctively understood was the law of diminishing returns. The top violinists also got an average of more than 8 hours of sleep a night, and took a 20-30 minute nap every afternoon. Over a week, they slept 16 hours more than the average American does. During my 30s and 40s, I wrote three books. I sat at my desk each day from 7 am to 7 pm, struggling to stay focused. Each book took me at least a year to write. For my most recent books, I wrote in a schedule that matched the great violinists — three 90 minute sessions with a renewal break in between each one. I wrote both those books in six months — investing less than half the number of hours I had for each of my first three books. When I was working, I was truly working. When I was recharging — whether by getting something to eat, or meditating, or taking a run — I was truly refueling. Stress isn’t the enemy in the workplace. Indeed, stress is the only means by which we can expand capacity. Just think about weightlifting. By stressing your muscles, and then recovering, you gradually build strength. Our real enemy is the absence of intermittent renewal.
27 settembre 2011 § Lascia un commento
Just because lean production was made popular almost 100 years ago does not mean that it is any less relevant in today’s modern business world. This strategy is still widely studied and widely sought after by businesses and industries all around the world.
The goal for lean is straight forward: reduce the amount of waste to increase production and profit. However, this strategy must be driven by the business’ employees. In order for this to happen, they have to possess pride in their work and be encouraged to talk about the problems they are encountering. Communication is key in the working environment. It enables issues to be addressed and down time to be reduced.
Every single business can benefit from lean, because the aim is to completely eliminate waste. Waste does not mean garbage, instead it could be an unnecessary production step or a disorganized work space. The goal is to take the current production flow and streamline it by removing the waste. For a business, waste can cost a lot of money and can cause down time. With a better production flow, an increased level of output will lead to a larger profit.
In theory, the idea of lean is relatively easy to grasp. But the steps that must be taken to implement it require a great deal of consistency, otherwise it will not work. It is very important the employees feel empowered and proud of the work that perform. Employees with a high level of job satisfaction will offer more output.
The key is to ensure that the business does not revert back to its old production methods. This can be achieved with regular reviews of the production flow. Any problems must be addressed immediately and changes must be made. This will lead to higher levels of production, less waste and more income.
25 settembre 2011 § Lascia un commento
Forse lo troverete scontato, e magari l’avete già sentito questo discorso, ma vi prego di ascoltarlo con la visione di persone che vogliono continuare a migliorare, che cercano dentro di loro e nel gruppo che sta intorno a loro la voglia di non mollare mai.
Ogni momento della nostra vita è legato ha dei momenti particolari, ma la differenza la facciamo noi, nel modo in cui approcciamo questi momenti, nel modo in cui viviamo questi momenti.
Mai mollare, e anche quando sarete stanchi e vi sembra che tutto remi contro, andate avanti e continuate a credere, ascoltando i consigli di chi vi vuole bene
Molte di queste parole le avrete già lette sentite, ma io ci credo e le adotto in ogni momento