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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My gemba visits in Ukraine
March 11, 2022
My gemba visits in Ukraine

FEATURE – As the senseless war in Ukraine continues, the author looks back to his visit to the country in 2017, recalling and celebrating its vibrant lean community.

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How to make the most of the support provided by lean consultants
July 14, 2015
How to make the most of the support provided by lean consultants

FEATURE – Most organizations rely on the support of lean consultants to bring their transformations forward, but how can they make the most of their expertise and knowledge?

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What happens in our people's minds as lean takes root
May 1, 2014
What happens in our people's minds as lean takes root

COLUMN - What does lean do for people in your organization? This column explores how their way of thinking changes as a culture of continuous improvement and problem solving takes root.

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The Crab Method
February 17, 2020
The Crab Method

FEATURE – We hear it time and time again: in a lean transformation, middle management is the biggest hindrance to change. The author explains his strategy to win them over.

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