Los sistemas de mejora continua son altamente dependientes de sus líderes. De allí, que cuando trabajamos la cultura organizacional vamos más allá del líder del momento y creamos esquemas de sucesión consistentes con los objetivos del negocio. Este artículo focaliza en la experiencia del sistema de salud, pero sus conclusiones son válidas para cualquier organización.
Creating a Culture of Continuous Improvement
A number of health systems have scored impressive gains in improving outcomes and patient satisfaction and lower costs by applying the Toyota Production System (TPS) to redesign “lean” clinical and administrative processes, eliminating waste and boosting quality. But in all too many cases, when the leader who championed TPS left his or her organization, these efforts began slipping.
Leerlo en:
https://hbr.org/2019/05/creating-a-culture-of-continuous-improvement
Creating a Culture of Continuous Improvement
A number of health systems have scored impressive gains in improving outcomes and patient satisfaction and lower costs by applying the Toyota Production System (TPS) to redesign “lean” clinical and administrative processes, eliminating waste and boosting quality. But in all too many cases, when the leader who championed TPS left his or her organization, these efforts began slipping. Leerlo en:
https://hbr.org/2019/05/creating-a-culture-of-continuous-improvement
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