By Paul E. Plsek
Virginia Mason scientific heart (VMMC) used to be one of many first overall healthiness care companies to enforce Lean and its methodologies. different organisations have VMMC’s lead, yet this global classification association nonetheless leads within the usage of cutting edge Lean tools.
Accelerating health and wellbeing Care Transformation with Lean and Innovation: The Virginia Mason event describes how VMMC has systematically built-in cutting edge constructions, 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 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 enhance and appreciably remodel your price streams.
Explaining tips on how to use the voices and stories of sufferers and their households to force development and innovation in new instructions, the e-book offers a transparent knowing of the way Lean may also help in attaining your ambitions in today’s more and more not easy marketplace.
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Extra resources for Accelerating Health Care Transformation with Lean and Innovation : The Virginia Mason Experience
While high-end specialty care in the United States is quite good—2012 data shows that breast cancer survival rates in the United States are the best among OECD nations—other aspects of care are not doing so well. For instance, while asthma and chronic obstructive pulmonary disease (COPD) should be largely managed in primary care, US hospital admission rates for these two conditions were the highest among the OECD nations. These statistics are just a quick sample from among the lengthy list of performance challenges facing the US healthcare system.
The Virginia Mason Production System, based on the Toyota Production System, was adopted as the organization’s management system in 2002, and subsequently added as the foundation of the strategic pyramid. Gaining Outside Insight on Innovation The realization that no one was quite sure how to translate the innovation pillar’s goal to “foster a culture of learning and innovation” into tangible actions led to further search outside the walls of the institution. In 2002, Virginia Mason commissioned a team from the University of Washington’s Masters of Health Administration program to research the academic innovation literature for definitions, organizational characteristics, and specific tactics and methods.
What the organization lacked was a tangible method for achieving goals systematically and sustainably across the entire organization. The leadership team embarked on a search to find a healthcare organization that had figured out how to transform itself into one capable of providing the best possible patient-centered care. In an industry with millions of the finest minds, someone should surely have figured it out. Tapping a wide network of contacts, Virginia Mason leaders visited many of the best healthcare organizations in America.