Accelerating Health Care Transformation with Lean and by Paul E. Plsek

By Paul E. Plsek

Virginia Mason clinical heart (VMMC) was once one of many first overall healthiness care organisations to enforce Lean and its methodologies. different organisations have VMMC’s lead, yet this global type association nonetheless leads within the usage of leading edge Lean tools.

Accelerating future health Care Transformation with Lean and Innovation: The Virginia Mason adventure describes how VMMC has systematically built-in leading edge buildings, equipment, and cultural practices into its implementation of Lean. Describing how your company can create a method and construct a tradition of innovation and studying, it provides concrete examples that show―not simply conceptually, yet via VMMC's real experiences―how Lean and innovation can paintings hand-in-hand to incrementally increase and substantially rework your price streams.

Explaining tips to use the voices and reviews of sufferers and their households to force development and innovation in new instructions, the publication provides a transparent figuring out of ways Lean can help in achieving your pursuits in today’s more and more not easy marketplace.

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Additional info for Accelerating Health Care Transformation with Lean and Innovation: The Virginia Mason Experience

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Sizing up the growing crisis as it entered the new century, Virginia Mason’s leadership team knew that piecemeal approaches would not work; they had tried quite a few in the past. Like many healthcare organizations, they could produce a successful pilot project or do something highly effective in one area, but were never Strategy as Innovation, Strategy for Innovation ◾ 9 seemingly able to spread the success and embed it across the entire organization in a way that would stick. What the organization lacked was a tangible method for achieving goals systematically and sustainably across the entire organization.

These and other questions must be debated thoughtfully, with answers translated into plans, actions, and communications that align the organization’s efforts from top to bottom in the pursuit of its goals. Seat-­of-­the-­Pants versus Deliberately Planned Innovation These challenges and needs came into sharp focus for Virginia Mason Medical Center as it entered the new century. The organization was in trouble. In 1998 and 1999, the system lost money for the first time in its history. Competition in the Seattle marketplace was sharp and there were two other larger players in town.

The strategic planning committee completed its work through a series of retreats and regular board meetings throughout 2001. One of the goals that emerged from discussions at the board meetings was to avoid simply creating a binder full of materials that people put on a shelf to gather dust. Sadly, this is often the case with many healthcare organizations’ strategic plans. As they reviewed prior plans, committee and board members concluded that they were all too long, too complicated, with far too many goals.

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