Purpose
Translate the public Stanford management evidence into a testable daily routine. This is the Collective’s interpretation, not Stanford training or endorsement. The licensed OB90 case has not been acquired.
Three connected routines
Direction: choose one person-centred aim and a named accountable sponsor.
Redesign: map the complete sequence of work, including handoffs between roles.
Daily management: make problems visible, assign responses and verify follow-through.
Ten-minute huddle template
Date/team: ____
What matters to people today: ____
Issue and source/event time: ____
Urgency and existing escalation route: ____
Named owner and authority: ____
Action and expected completion: ____
What support is needed: ____
How will the response be verified: ____
Weekly review
Check overdue actions, repeat issues, reporting effort and unintended effects. Record one change to test, its owner and a review date. Give the frontline team time and authority; a dashboard cannot supply either.
Evidence limits
The 2015 adult-hospital leadership case and 2019 Stanford Children’s presentation concern different settings and periods. Neither establishes an Australian aged-care saving. See the dedicated Stanford case page for original sources.
Source: https://www.gsb.stanford.edu/faculty-research/case-studies/amir-dan-rubin-success-beginning
Source: https://www.lean.org/wp-content/uploads/2022/01/ls_puttingtheSystemintoDailyMngt.pdf