A PDF of the A3 template provided in the book Managing to Learn.

The link below contains an audio interview with John Toussaint, MD, co-author of the LEI book "On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry."

The first Q&A:

Q I realize that it's a few months off yet, and you probably haven't finalized your remarks, but what are some of the challenges that you intend to address in your keynote speech in Baltimore? Some of the messages you're taking with you?

A I think that this is about leadership behavior. The tools are the tools, the tools are important, you've got to learn the tools, but you can learn the tools. The hard part is the people part. What does a lean leader look like? That's what I'll be focussing on, what it takes to be an effective lean leader. It means, pretty much, that you have to change everything that you've learned in business school, or medical school, or nursing school, and you have to pretty much retool yourself, because our existing education system is turning out autocratic control freaks who manage by the numbers, and they don't know anything about quality improvement, and they don't know how to manage a group of people to actually achieve 100% reliable results. If we don't change ourselves as leaders, we will never be able to transform our companies.

Instead of requiring patients to move from department to department to receive their care, a process typical in most cancer centers, the team created the "non-moving patient" care model. In the new Frauenshuh Cancer Center at Park Nicollet, patients remain in their own comfortable room with views of a healing garden, while caregivers come to them. Services rendered in the patient's room include: lab draws, nursing assessment, physician exam, IV therapy administration and the scheduling of future appointments.