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

By Paul E. Plsek

Virginia Mason scientific middle (VMMC) used to be one of many first future health care corporations to enforce Lean and its methodologies. different corporations have VMMC’s lead, yet this international type association nonetheless leads within the usage of cutting 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 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 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 enhance and appreciably rework your price streams.

Explaining how you can use the voices and reports of sufferers and their households to force development and innovation in new instructions, the publication provides a transparent knowing of the way Lean should help in attaining your objectives in today’s more and more difficult marketplace.

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I’ve never seen anything like it,” says board member Bob Lemon, who has worked with many organizations over three decades as a partner at consulting giant Accenture. “That’s the ritual. ” While nearly every healthcare organization has a strategic plan, few make it as visible and meaningful on a daily basis as Virginia Mason. As one strolls through the corridors, in both administrative and patient care areas, the pyramid is everywhere—as workstation wallpaper, bulletin board poster, or laminated desk mat.

While stories of success are already evident, the journey of the integration of lean and innovation has only just begun at Virginia Mason, and within American healthcare in general. Virginia Mason Medical Center has come a long way, but knows that it still has a long way to go. To make concrete an invitation to travel with Virginia Mason on its mission to transform healthcare, each chapter ends with a section that summarizes key points and raises challenging questions for reflection. This section is ideal for creating dialogue among leadership teams that are contemplating adding a deliberate effort on innovation to their healthcare organization’s strategy.

Second, self-­censorship kills creativity, while flexible, freewheeling thinking feeds it. Third, creative ideas must represent something that is new in some way. This can range from something that no one has ever thought of in the history of the world, to an idea that is quite normal in one context, but quite novel when applied in another. Fourth, creative ideas are often greeted with surprise; both laughter and initial rejection are natural reactions and should not deter us. Finally, creativity is socially constructed; a marketplace is always the ultimate judge of an idea.

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