{"version":"1.0","provider_name":"Lean Enterprise Institute","provider_url":"https:\/\/www.lean.org","author_name":"devteam","author_url":"https:\/\/www.lean.org\/the-lean-post\/articles\/author\/devteam\/","title":"Improving a Complex Process that Saves Lives: Lean Transformation at LifeShare Donor Services of Oklahoma - Lean Enterprise Institute","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"8o8GKOGVCX\"><a href=\"https:\/\/www.lean.org\/the-lean-post\/articles\/improving-a-complex-process-that-saves-lives-lean-transformation-at-lifeshare-donor-services-of-oklahoma\/\">Improving a Complex Process that Saves Lives: Lean Transformation at LifeShare Donor Services of Oklahoma<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/www.lean.org\/the-lean-post\/articles\/improving-a-complex-process-that-saves-lives-lean-transformation-at-lifeshare-donor-services-of-oklahoma\/embed\/#?secret=8o8GKOGVCX\" width=\"600\" height=\"338\" title=\"&#8220;Improving a Complex Process that Saves Lives: Lean Transformation at LifeShare Donor Services of Oklahoma&#8221; &#8212; Lean Enterprise Institute\" data-secret=\"8o8GKOGVCX\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script>\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n<\/script>\n","thumbnail_url":"https:\/\/www.lean.org\/wp-content\/uploads\/2020\/11\/392_large.jpg","thumbnail_width":930,"thumbnail_height":340,"description":"\"This is a model, like a lot of good leadership models, where you teach people the thinking and then need to get the heck of the way and let them do their job,\" says Jeffrey Orlowski. \"Lean is not a top down thing; Lean has to have top down buy-in, but it\u2019s got to be owned by everybody.\""}