Signature Snapshot

  • Client: Signature
  • Solution:ASG Roadmap
  • Date:2011-2017
  • Sector:Healthcare

Following the Roadmap

Signature Healthcare says on their website: “Our team approach is the way healthcare should be: medical professionals across many locations communicating and collaborating, taking advantage of technologies and resources to make a difference in the lives of our patients.”  We got them started on this path with our roadmap.

Our Aim

Adams Strategy Group has been Signature Healthcare’s primary lean (operational excellence) system architect for several years. Signature started with broad executive education aimed at jump-starting their lean management system. Adams Strategy Group is Signature’s coaching team, connecting into the C Suite and their internal continuous improvement team. Adams Strategy delivers education and direct coaching at those levels causing Signature to “make it their own” system. Signature has a robust lean management system today with approximately 110 operational teams using daily, monthly, quarterly and annual plan-do-check-act cycles to lead through continuous improvement. Setting aside the myth of continuous improvement by projects, Signature has adopted the “culture first” model. Today, Signature has posted impressive, sustained, operational gains and is a market leader in safety and employee engagement.
"In 2013, Signature Healthcare was named Top Performer on Key Quality Measures® by The Joint Commission, the leading accreditor of health care organizations in America.

We were one of only eight hospitals in Massachusetts to be recognized for exemplary performance in using evidence-based clinical processes shown to improve care in all four of the following measure sets: heart attack, heart failure, surgery and pneumonia and the only hospital in Southeastern MA."


Per Hollon, "David Adams and Adams Strategy have been key partners to improving our health care delivery through the use of lean as an operating system. With David’s guidance we have dramatically reduced employee injuries; reduced defects in hundreds of process each year; improved patient experience; and improved our financial performance. The basic lean management system’s stabilization across our organization has allowed us to quickly establish a cross functional team to manage improvements under the new bundled payment initiative."