A culture of Continuous Improvement is founded in philosophy, supported by a management system and operationalized by people working in structures that produce a daily focus by empowered workers on improving the work according to defined rules and principles. At the core of the Henry Ford Production System is the philosophy and management principles of Deming that foster respect for people and human development. This allows for a culture of respected, empowered and accountable employees who are recognized for their expertise and knowledge of the work that they do. The pillars of respect for people and continuous improvement underlie Toyota's Way. In the Henry Ford Production System, this is our way as well.
The figure below illustrates these two core values of respect for people and continuous improvement that meld our development of people with a supportive management system and effective technical tools. This enables our empowered employees to achieve and maintain a stable and ever improving work state.
The underlying cornerstones of behavior reiterate our tenets:
1) Our promise to prioritize our patients' needs
2) To be sensitive to each other as mutual customers and suppliers in our daily work, often being aware that functional work takes place horizontally not in vertical silos
3) To be motivated and trusted to solve our own problems as empowered teams, based on data (PDCA)
4) That the identification and resolution of problems is at the level of the work and that the worker is the expert in this domain
5) That we will assume nothing but rather 'go and see' to understand the condition for ourselves before leaping to conclusions that may result ineffective solutions
6) That we take ownership for the quality of our work so that we never accept, make or pass a defect. Defect correction is rework, a time delay, a patient and customer dissatisfier and not a compensated task.
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