Lean revenue cycle management

Daily – It is absolutely crucial that everyone in the organization meet daily for 15 to 30 minutes to discuss how they did against yesterday’s goals, what they need to accomplish today to satisfy customer demand, and what problems they need to solve to meet their goals.  While work and outcomes occur in minutes and hours (and sometimes seconds), we in healthcare are conditioned to look at monthly and quarterly metrics.  By then, it is too late to adjust processes to positively impact those metrics.  Both outcome and process metrics must be reviewed and acted upon by management daily.

  • Re-boot the Lottery's image and brand
  • Reduce the number of games and focus on player needs
  • Review games offered versus needs and games in market
  • Establish an Insight (Research) Division to understand players and grow player-base
  • Employ brand activation
  • Instil marketing effectiveness and a Return On Investment (ROI) process within Senior Management
  • Follow an overriding strategy to move the Lottery away from a gambling organization to a consumer goods sales and marketing organization

The following contains a (sometimes commented) glossary of terms related to lean manufacturing or production management with a brief definition. The list includes a lot of Japanese terms, although almost all of them can also easily be explained using English terms, which are also given. This list is ever expanding but never complete, as the tendency to invent new terms or buzzwords outstrips the ability of any lexicographer. While a lot of the 375 terms below are useful, many of them seem to have been invented solely to sell more products and services to industry using fancy buzzwords. To make things easier for you I have marked which terms are (in my opinion) more or less relevant:

Well, when you re 1/ commited to never losing a customer by 2/ aggressively delivering more safety and quality through 3/ greater flexibility 4/ which you achieve by supporting teams and developing their autonomy in problem solving so tgat 5/ you can sustain innovation for real, you find that as a CEO you ve got your hands full, you re competing against competitors on concrete topics and you re working full time on developing people and suppliers. If that's not a strategy, I don't know what is. The CEOs in the case studies definitely say lean is their strategy. Hmmm....

Lean revenue cycle management

lean revenue cycle management

Well, when you re 1/ commited to never losing a customer by 2/ aggressively delivering more safety and quality through 3/ greater flexibility 4/ which you achieve by supporting teams and developing their autonomy in problem solving so tgat 5/ you can sustain innovation for real, you find that as a CEO you ve got your hands full, you re competing against competitors on concrete topics and you re working full time on developing people and suppliers. If that's not a strategy, I don't know what is. The CEOs in the case studies definitely say lean is their strategy. Hmmm....

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