By Paul E. Plsek
Virginia Mason scientific heart (VMMC) used to be one of many first overall healthiness care businesses to enforce Lean and its methodologies. different corporations have VMMC’s lead, yet this global classification association nonetheless leads within the usage of cutting edge Lean tools.
Accelerating wellbeing and fitness Care Transformation with Lean and Innovation: The Virginia Mason event describes how VMMC has systematically built-in cutting edge buildings, equipment, and cultural practices into its implementation of Lean. Describing how your company can create a technique and construct a tradition of innovation and studying, it offers 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 appreciably rework your worth streams.
Explaining how one can use the voices and studies of sufferers and their households to force development and innovation in new instructions, the ebook offers a transparent figuring out of the way Lean will help in achieving your objectives in today’s more and more challenging marketplace.
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Additional info for Accelerating Health Care Transformation with Lean and Innovation : The Virginia Mason Experience
An engineer by background, I started my career at AT&T Bell Laboratories, which during the 1970s and 1980s was among the premier research and development organizations in the world. Innovation was what we did. I held various positions overseeing quality planning, control and improvement efforts in product design and manufacturing, and was AT&T’s Corporate Quality Planning Manager in the mid-1980s. I left AT&T and started a consulting practice in 1985. In 1987, I met individuals who would later establish the Institute for Healthcare Improvement (IHI), a nonprofit organization based in Boston that led the adaptation of continuous quality improvement methods from industry into healthcare.
But,” CEO Kaplan explains, “it just sort of happened and was not planned. We have now come to be much more thoughtful and deliberate about building a culture of innovation. ” Are You Guys Kidding Me? The Patient at the Top of a Pyramid! Medical center executives and the board decided that Virginia Mason needed a new strategic plan to address its challenging situation, and so created a committee comprising board members, physicians, executives, and key staff people. The strategic planning committee completed its work through a series of retreats and regular board meetings throughout 2001.
Chapter 6 covers Virginia Mason’s infrastructure for innovation. In contrast to many other healthcare organizations that are focusing on innovation, Virginia Mason maintains a minimal infrastructure that supports, facilitates, and teaches others, rather than creating a separate, centralized structure where innovative thinking occurs mainly outside the daily work of healthcare service delivery. Virginia Mason Medical Center believes that freedom to innovate is everyone’s privilege, not just that of a separate workgroup.
Accelerating Health Care Transformation with Lean and Innovation : The Virginia Mason Experience by Paul E. Plsek