EON Blog

In this final part of the series for Roger Price's presentation on the ROI from continuous improvement, he discusses the importance of claiming the value for continuous improvement in your organization.

He also touches back to the other three stages discussed in the series (making the business case, validating the business case, and managing your investment), proving that all stages are crucial when ensuring ROI from your continuous improvement approach. 

Your company’s lean assessment model helps the business to run smoothly and be ore predictable…unless, of course, it doesn’t. A model that’s poorly designed and deployed can create waves of problems across your company.

How do you know if you’re doing it correctly? Start with this list of do’s and don’ts, so your company will be poised for an easy transition.

There is certainly no shortage of content on operational excellence (OpEx) and continuous improvement (CI). Unfortunately, many companies that seek improvement never get far enough in their efforts to experience sustainable change.

Is your company's OpEx efforts stuck in neutral? Are you tired of trying to implement meaningful improvements and failing to make them stick?

If so, it's time to assess the health of your company's lean management system (LMS).

In the third part of the four part series from Roger Price's presentation on ROI from continuous improvement, he discusses the importance of managing your investment for continuous improvement in your organization. 

If you missed part two in this series, validating the business case, give that one a watch before you move on to this one. It's important to understanding for all of the steps in order to ensure ROI from your organization's continuous improvement efforts. 

Welcome to part two of the four part series from Roger Price's presentation on the ROI of continuous improvement. In this video, he focuses on the importance of validating the business case for continuous improvement in your organization. 

If you missed the first video in this series, making the business case, go watch that one first. Gaining an understanding for all four steps in this process is crucial when ensuring ROI from your CI efforts. 

EON's CEO, Roger Price, gave a presentation on the ROI of Continuous Improvement. The presentation covers the four aspects of ensuring your return on investment from your continuous improvement approach: making the business case, validating the business case, managing your investment, and claiming the value. 

To best provide you with each step of this process, we broke it down for you.

This first video covers the first quarter of his speech and discusses the importance of showing clear ROI across all CI efforts, as well as how to structure CI across multiple plants. 

To some extent, the throughput of your healthcare facility can be measured based on “bodies on beds.” As in hotel operations, if you’re seeing low occupancy of your beds, you may not be pulling in the required revenue to cover your fixed operating costs.

Given that consideration, one of the key efforts that you may need to pursue to improve operational performance is to get a new patient into a bed or room as quickly as possible after the prior patient is able to be discharged. This process is known as patient room turnover.

Ideally a visitor to a hospital or other healthcare facility never needs to think about patient placement. This important process involves the logistical infrastructure and actions that come together smoothly to help make the patient’s “visit” effective, efficient, and even pleasant from start to finish.

It’s a powerful force that works behind the scenes at the world’s most successful companies. Every day, it fosters evolution and innovation. It’s continuous improvement, a process that’s essential for long-term business success.

Many organizations have started to recognize the benefits of achieving operational excellence, which is the process of  building a sustainable competitive advantage through operations management. While leaders understand that operational excellence can have a positive effect on their organizations, there's still some confusion around measuring the success of their operational excellence programs.