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time in any modern organization and you’ll notice something fascinating and frustrating: every team seems to speak its own language. The continuous improvement group is deep into DMAIC projects and Green Belt certifications. Down the hall, the project management team debates Waterfall versus Agile while developers plan sprints and retrospectives. Meanwhile, operations focuses on productivity measures and strategic KPIs.\n",[],{"_key":360,"_type":194,"asset":49,"blockquoteStylized":49,"children":361,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":366,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"179328aeecd0",[362],{"_key":363,"_type":198,"marks":364,"text":365},"f9eac2d986aa",[],"Here’s the irony: despite speaking different “languages,” everyone is after the same goal—delivering maximum value to customers in the most efficient way possible. Yet instead of building bridges, specialized jargon often creates walls. If you want people across the business to truly collaborate, you need to strip out the jargon and start speaking a common language. ",[],{"_key":368,"_type":369,"asset":49,"blockquoteStylized":49,"caption":370,"float":371,"image":372,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":49,"muxVideo":49,"placeholderURL":49,"posterImage":49,"quality":416,"width":417},"89d04fd8f936","contentImage","Erin Heuser","right",{"_type":42,"asset":373},{"_createdAt":374,"_id":375,"_rev":376,"_type":47,"_updatedAt":377,"altText":378,"assetId":379,"creditLine":49,"description":49,"extension":138,"metadata":380,"mimeType":164,"opt":405,"originalFilename":411,"path":412,"sha1hash":379,"size":413,"title":378,"uploadId":414,"url":415},"2025-06-30T15:19:45Z","image-742b4113cfa632cd70353263637a686bb219d20c-1080x1080-png","A6I1PgRC1sm7ByminQu70B","2025-06-30T15:20:22Z","Erin Heuser Headshot","742b4113cfa632cd70353263637a686bb219d20c",{"_type":53,"blurHash":381,"dimensions":382,"hasAlpha":40,"isOpaque":59,"lqip":384,"palette":385},"eCIqcQsm14I[4T~VayIpoLM{01kC00r?butSofMxofWB9ZWCRijY?v",{"_type":56,"aspectRatio":57,"height":383,"width":383},1080,"data:image/png;base64,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",{"_type":62,"darkMuted":386,"darkVibrant":389,"dominant":392,"lightMuted":395,"lightVibrant":396,"muted":399,"vibrant":402},{"_type":64,"background":387,"foreground":66,"population":388,"title":66},"#3f2a1f",2.21,{"_type":64,"background":390,"foreground":66,"population":391,"title":66},"#6c3f27",4,{"_type":64,"background":393,"foreground":76,"population":394,"title":66},"#c7bbb5",26.58,{"_type":64,"background":393,"foreground":76,"population":394,"title":66},{"_type":64,"background":397,"foreground":76,"population":398,"title":66},"#efb8a0",0.86,{"_type":64,"background":400,"foreground":66,"population":401,"title":66},"#a8755b",4.08,{"_type":64,"background":403,"foreground":76,"population":404,"title":66},"#be8b6b",5.05,{"media":406},{"tags":407},[408,410],{"_ref":409,"_type":27,"_weak":40},"EWC09Op5DT2vB2nqOfYnxE",{"_ref":261,"_type":27,"_weak":40},"Erin Heuser.png","images/oq9f4n1v/production/742b4113cfa632cd70353263637a686bb219d20c-1080x1080.png",1050338,"iYG3NkorycDfyrdMQdsOiJb5Y87lhxa3","https://cdn.sanity.io/images/oq9f4n1v/production/742b4113cfa632cd70353263637a686bb219d20c-1080x1080.png",100,"1/5",{"_key":419,"_type":194,"asset":49,"blockquoteStylized":49,"children":420,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":443,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"c0f5433a6c8b",[421,425,430,434,439],{"_key":422,"_type":198,"marks":423,"text":424},"759dff620c32",[],"This challenge shows up in every industry, but is particularly acute in healthcare. To explore how improvement teams tackle this reality, I spoke with Erin Heuser, Manager of Process Improvement at ",{"_key":426,"_type":198,"marks":427,"text":429},"565aa390b34c",[428],"e57d82b16c6b","The James Cancer Hospital",{"_key":431,"_type":198,"marks":432,"text":433},"ce073f1eca11",[],". As she explains, ",{"_key":435,"_type":198,"marks":436,"text":438},"44c41d8e80a7",[437],"em","“In healthcare, people are inherently firefighting. You have a lot of Type A personalities. There’s a problem, you fix it and you move on.”",{"_key":440,"_type":198,"marks":441,"text":442},"1e8b9b16b246",[]," In an environment like that, it can be difficult to slow down in the name of DMAIC.",[444],{"_key":428,"_type":445,"href":446,"item":49,"relFollow":40},"link","https://cancer.osu.edu/for-patients-and-caregivers/why-choose-the-james",{"_key":448,"_type":194,"asset":49,"blockquoteStylized":49,"children":449,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":454,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":455},"c9359cdc1354",[450],{"_key":451,"_type":198,"marks":452,"text":453},"9f046be4730c",[],"Why Jargon Gets in The Way",[],"h2",{"_key":457,"_type":194,"asset":49,"blockquoteStylized":49,"children":458,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":463,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"fe3e72915021",[459],{"_key":460,"_type":198,"marks":461,"text":462},"876cac1087b1",[],"While specialized terminology serves a purpose, it has many unintended consequences. The most problematic of which is exclusion. When teams speak in acronyms and specialized terms, they can unintentionally shut out people who have valuable perspectives to share. \nThree better habits:",[],{"_key":465,"_type":194,"asset":49,"blockquoteStylized":49,"children":466,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"level":57,"listItem":475,"markDefs":476,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"78472be0730d",[467,471],{"_key":468,"_type":198,"marks":469,"text":470},"726a7af3cab3",[200],"Use plain language first, terms second",{"_key":472,"_type":198,"marks":473,"text":474},"6a11bc29032d",[],": Introduce concepts in everyday language, then layer in the technical terms once everyone’s on the same page.","bullet",[],{"_key":478,"_type":194,"asset":49,"blockquoteStylized":49,"children":479,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"level":57,"listItem":475,"markDefs":488,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"a4806e057dfb",[480,484],{"_key":481,"_type":198,"marks":482,"text":483},"4ea3312e58c1",[200],"Translate, don’t assume",{"_key":485,"_type":198,"marks":486,"text":487},"2ab025966ec0",[],": If you say “WIP caps,” also explain, “limits on how many things we work on at once.”",[],{"_key":490,"_type":194,"asset":49,"blockquoteStylized":49,"children":491,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"level":57,"listItem":475,"markDefs":500,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"26700c912c80",[492,496],{"_key":493,"_type":198,"marks":494,"text":495},"16c4e1d831ec",[200],"Tie back to purpose",{"_key":497,"_type":198,"marks":498,"text":499},"8158dae61ab7",[],": Always connect jargon-heavy concepts to why they matter for the business or the customer.",[],{"_key":502,"_type":194,"asset":49,"blockquoteStylized":49,"children":503,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":516,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"50e3abbbb09f",[504,508,512],{"_key":505,"_type":198,"marks":506,"text":507},"edc3b42dd6c2",[],"Plain language isn’t about dumbing things down, it’s meant to ",{"_key":509,"_type":198,"marks":510,"text":511},"665a4aeb894d",[200],"invite more people into the problem-solving process",{"_key":513,"_type":198,"marks":514,"text":515},"d12fd7094a54",[],". If the goal is to improve how we work and deliver value, everyone needs to be part of the conversation. When new methods arrive wrapped in fancy terms, people tune out. Others stay in the room but feel shut out of the discussion. That subtle exclusion can harden into defensiveness, as Erin Heuser at The James experienced. ",[],{"_key":518,"_type":194,"asset":49,"blockquoteStylized":49,"children":519,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":524,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"fc2578eecb34",[520],{"_key":521,"_type":198,"marks":522,"text":523},"c255abe9b8a3",[],"When improvement teams at The James started talking about \"non-value added\" work, people got offended. \"What do you mean that doesn't add value?\" they'd ask. The breakthrough came when they reframed it: \"If the customer's not willing to pay for it, then it's not value added. Not saying it's not necessary, but it's not value added.\" By creating a \"non-value added but necessary\" category, they acknowledged the reality of healthcare and government work while still helping people see through the customer's lens.",[],{"_key":526,"_type":369,"asset":49,"blockquoteStylized":49,"float":527,"image":528,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":49,"muxVideo":49,"placeholderURL":49,"posterImage":49,"quality":564,"width":565},"02295e582591","center",{"_type":42,"asset":529},{"_createdAt":530,"_id":531,"_rev":532,"_type":47,"_updatedAt":530,"assetId":533,"extension":138,"metadata":534,"mimeType":164,"originalFilename":559,"path":560,"sha1hash":533,"size":561,"uploadId":562,"url":563},"2025-09-16T20:14:04Z","image-2bb9e7e8814de83a52ff3cb4ef7d985d59169d5f-2039x1246-png","yUwc0Lv3uVIkEaizHUp4mO","2bb9e7e8814de83a52ff3cb4ef7d985d59169d5f",{"_type":53,"blurHash":535,"dimensions":536,"hasAlpha":59,"isOpaque":40,"lqip":540,"palette":541},"VePj0gj:_MkF%2x^obShS7rW%jW9n:s.WA=^j^Vzs:KO",{"_type":56,"aspectRatio":537,"height":538,"width":539},1.6364365971107544,1246,2039,"data:image/png;base64,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",{"_type":62,"darkMuted":542,"darkVibrant":545,"dominant":547,"lightMuted":550,"lightVibrant":551,"muted":554,"vibrant":557},{"_type":64,"background":543,"foreground":66,"population":544,"title":66},"#3f294f",3.25,{"_type":64,"background":546,"foreground":66,"population":288,"title":66},"#79450b",{"_type":64,"background":548,"foreground":76,"population":549,"title":76},"#f4f4ed",8.32,{"_type":64,"background":548,"foreground":76,"population":549,"title":76},{"_type":64,"background":552,"foreground":76,"population":553,"title":76},"#fce370",1.18,{"_type":64,"background":555,"foreground":66,"population":556,"title":66},"#976098",5.33,{"_type":64,"background":558,"foreground":76,"population":70,"title":66},"#ea8c23","Sept25-Common-Lang-Blog_Convo-confusion.png","images/oq9f4n1v/production/2bb9e7e8814de83a52ff3cb4ef7d985d59169d5f-2039x1246.png",179919,"tMB14wGtto9hQ45XnbiESuVdeq4Y8yNS","https://cdn.sanity.io/images/oq9f4n1v/production/2bb9e7e8814de83a52ff3cb4ef7d985d59169d5f-2039x1246.png",95,"4/5",{"_key":567,"_type":194,"asset":49,"blockquoteStylized":49,"children":568,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":573,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":455},"fdb97ead5b2b",[569],{"_key":570,"_type":198,"marks":571,"text":572},"a4f9c243a674",[],"How to Create Shared Understanding",[],{"_key":575,"_type":194,"asset":49,"blockquoteStylized":49,"children":576,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":581,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"2840c43e3d65",[577],{"_key":578,"_type":198,"marks":579,"text":580},"8d140b7a8964",[],"\nCreating a common language sounds simple, but we know that’s far from the truth. When we say “ditch the jargon,” it’s not enough to just tell people what not to say. We need to model what clearer communication looks like in practice.",[],{"_key":583,"_type":194,"asset":49,"blockquoteStylized":49,"children":584,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":589,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"ddba7315545e",[585],{"_key":586,"_type":198,"marks":587,"text":588},"9904977341ea",[],"\nHere are a few swaps that invite more people into the conversation:",[],{"_key":591,"_type":592,"asset":49,"blockquoteStylized":49,"image":49,"inputTable":593,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":49,"muxVideo":49,"placeholderURL":49,"posterImage":49},"3aea08bdeadd","table",[594,603,611,619,629,638,648],{"_key":595,"rowData":596,"rowIndex":288},"a41148dd4dd7",[597,600],{"_key":598,"colData":599,"colIndex":288},"d0636119fbdd","Instead of…",{"_key":601,"colData":602,"colIndex":57},"228ee5bfd255","Try saying…",{"_key":604,"rowData":605,"rowIndex":57},"8bd7b67fe28c",[606,609],{"_key":607,"colData":608,"colIndex":288},"ce25d8694d99","A3, User Stories, Problem Statements",{"_key":601,"colData":610,"colIndex":57},"“What specific challenge are we trying to solve and why does it matter to our customers?”",{"_key":612,"rowData":613,"rowIndex":251},"2924e0ca399e",[614,617],{"_key":615,"colData":616,"colIndex":288},"7e9f6340df2d","DMAIC, Sprint Planning, Project Phases",{"_key":601,"colData":618,"colIndex":57},"“What’s our step-by-step plan to understand the problem, quantify how big it is, identify root causes, test solutions, and implement improvements?”",{"_key":620,"rowData":621,"rowIndex":628},"38510db8e3b1",[622,625],{"_key":623,"colData":624,"colIndex":288},"c3c777644d7a","Gemba Walks, User Research, Process Mapping",{"_key":626,"colData":627,"colIndex":57},"796b593baee1","“How do we go see and understand what’s really happening where the work gets done?”",3,{"_key":630,"rowData":631,"rowIndex":391},"912267bc2195",[632,635],{"_key":633,"colData":634,"colIndex":288},"db303ae343fb","Kaizen, Retrospectives, Lessons Learned",{"_key":636,"colData":637,"colIndex":57},"f110a4c6de2d","“What can we learn from this experience to do better next time?”",{"_key":639,"rowData":640,"rowIndex":647},"95962471bf9e",[641,644],{"_key":642,"colData":643,"colIndex":288},"684fcf52fee1","Poka-yoke, Error Handling, Quality Gates",{"_key":645,"colData":646,"colIndex":57},"60d1e47eec6f","“How do we prevent problems before they reach our customers?”",5,{"_key":649,"rowData":650,"rowIndex":657},"d471e10b6651",[651,654],{"_key":652,"colData":653,"colIndex":288},"d63d32599d7f","Value Stream Mapping, Customer Journey Mapping, Process Flow",{"_key":655,"colData":656,"colIndex":57},"9127e7bee846","“What’s the complete experience from the customer’s perspective, and where can we improve it?”",6,{"_key":659,"_type":194,"asset":49,"blockquoteStylized":49,"children":660,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":665,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"648848511ca1",[661],{"_key":662,"_type":198,"marks":663,"text":664},"ee50e6d826a9",[],"The transformation becomes visible when you hear teams naturally adopting plainer language. Five years ago, you wouldn't have heard \"voice of customer\" in the hallways of The James. Now teams routinely ask, \"What are the people we serve asking of us, and what expectations do we need to meet or exceed?\" And in healthcare, those people can be several groups: patients, of course, but also physician, vendors, and employees. ",[],{"_key":667,"_type":194,"asset":49,"blockquoteStylized":49,"children":668,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":673,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":455},"b63254203a8a",[669],{"_key":670,"_type":198,"marks":671,"text":672},"b74e8a1a3a6d",[],"Anchor Every Conversation on Three Universal Questions",[],{"_key":675,"_type":194,"asset":49,"blockquoteStylized":49,"children":676,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":681,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"56b913c1d094",[677],{"_key":678,"_type":198,"marks":679,"text":680},"a729fad88dfd",[],"Every improvement methodology, despite its unique language, ultimately addresses three fundamental questions:",[],{"_key":683,"_type":194,"asset":49,"blockquoteStylized":49,"children":684,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"level":57,"listItem":693,"markDefs":694,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"16157da9f19b",[685,689],{"_key":686,"_type":198,"marks":687,"text":688},"f18464470099",[200],"What problem are we solving?",{"_key":690,"_type":198,"marks":691,"text":692},"f868432a95fd",[]," Define the gap between today and the desired state.","number",[],{"_key":696,"_type":194,"asset":49,"blockquoteStylized":49,"children":697,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"level":57,"listItem":693,"markDefs":706,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"db439e91d584",[698,702],{"_key":699,"_type":198,"marks":700,"text":701},"dfa83938f61e",[200],"How will we solve it?",{"_key":703,"_type":198,"marks":704,"text":705},"c8928c8cb769",[]," Identify causes, test solutions, and fit the approach to the context.",[],{"_key":708,"_type":194,"asset":49,"blockquoteStylized":49,"children":709,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"level":57,"listItem":693,"markDefs":718,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"32cc95902db0",[710,714],{"_key":711,"_type":198,"marks":712,"text":713},"aeef2d64709b",[200],"How will we make it stick?",{"_key":715,"_type":198,"marks":716,"text":717},"16b5c47c9848",[]," Implement, measure, and sustain improvements.",[],{"_key":720,"_type":194,"asset":49,"blockquoteStylized":49,"children":721,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":726,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"94da187bdb7f",[722],{"_key":723,"_type":198,"marks":724,"text":725},"589df0201fd6",[],"By starting every conversation with these questions, teams can quickly align on objectives before diving into methodology-specific approaches.\n",[],{"_key":728,"_type":194,"asset":49,"blockquoteStylized":49,"children":729,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":734,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":455},"2e10f122e6bb",[730],{"_key":731,"_type":198,"marks":732,"text":733},"00964b79d9a7",[],"Making it Practical in Your Organization",[],{"_key":736,"_type":194,"asset":49,"blockquoteStylized":49,"children":737,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":742,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"a487d1797d61",[738],{"_key":739,"_type":198,"marks":740,"text":741},"29501cd30536",[],"So how do you translate this from theory into everyday practice? ",[],{"_key":744,"_type":194,"asset":49,"blockquoteStylized":49,"children":745,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":759,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"ccd223d15549",[746,750,755],{"_key":747,"_type":198,"marks":748,"text":749},"1360b4b25e6c",[],"At The James, they anchor every project with a standardized project charter, but everything else adapts to what makes sense for each situation. Whether it's a ",{"_key":751,"_type":198,"marks":752,"text":754},"09f86e20e873",[753],"be87d648bb3c","DMAIC project",{"_key":756,"_type":198,"marks":757,"text":758},"144e5c4297b9",[]," or a simple workflow improvement at the clinic level, the questions remain the same: Can you quantify the problem? Can you show us how big the problem is? What's the gap between that and where we want to be? What's the root cause? What improvements best solve our problem and how do we monitor and sustain the improvements?",[760],{"_key":753,"_type":761,"item":762,"openInNewWindow":40},"internalLink",{"page":763},{"internalRoute":764},{"_type":223,"current":765},"resources/blogs/dmaic-problem-solving",{"_key":767,"_type":194,"asset":49,"blockquoteStylized":49,"children":768,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":782,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"bfe25c4bdc74",[769,773,778],{"_key":770,"_type":198,"marks":771,"text":772},"60e1319753f3",[],"This flexibility matters because rigid adherence to methodology can demotivate teams, especially in fast-paced environments like healthcare. Sometimes the improvement is \"short and sweet\"—a quick 5S exercise or a ",{"_key":774,"_type":198,"marks":775,"text":777},"bfb59ad0e613",[776],"42e0b59e1376","rapid A3",{"_key":779,"_type":198,"marks":780,"text":781},"319eaf666958",[],". 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",{"_key":850,"_type":198,"marks":851,"text":852},"7c0610eb264f",[],"Leaders set the tone. At The James, the transformation began when leadership committed to training 90% of their leaders in process improvement methodology. Training broke down the language barrier. Now, when leaders speak with healthcare professionals, they center discussions around customer impact.",[],{"_key":855,"_type":194,"asset":49,"blockquoteStylized":49,"children":856,"image":49,"internalButtonPath":49,"internalImageLinkPath":49,"keyTakeaways":49,"markDefs":873,"muxVideo":49,"placeholderURL":49,"posterImage":49,"style":207},"0c828a4961e7",[857,861,865,869],{"_key":858,"_type":198,"marks":859,"text":860},"7601b539bd59",[200],"Adapt your approach to your environment. ",{"_key":862,"_type":198,"marks":863,"text":864},"e251088209c8",[],"Traditional week-long Kaizen events don’t fit in healthcare. 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