Shows the reader, step by step, how ThedaCare teams developed the system, using the stories of its doctors, nurses and administrators to illustrate. Explores each of the 8 essential components of the lean system, from front-line problem solving with the scientific method to daily team huddles and creating standard work for leaders all the way to the top of an organization. Finally, the author introduces 4 executives from healthcare systems across North America who have implemented ThedaCare’s system and share the lessons they learned along the way. [from back cover]
The Lean Method is easy to understand, easy to visualize, and easy to apply. First, it will help you identify what is keeping patients waiting. Once you uncover the barriers to smooth patient flow, you can use the Lean Method to develop creative strategies for keeping patients moving. Second, it is a management system. It will help you uncover issues, set goals for solving the issues, and measure your progress toward achievement. [from back cover]
Every healthcare organization can learn from Seattle Children's [Hospital] continuous improvement process, but this book is not an operator's manual. Instead, it is a challenge to everyone concerned with healthcare to reexamine deeply held assumptions. While it is commonly believed that improved quality, access, and safety, and an improved bottom line are mutually exclusive, Seattle Children's demonstrates that it is quite possible to realize all these improvements concurrently. Written by remarkable change agents from the front lines at Seattle Children's and other forward-thinking organizations, this bok discusses ways to transform key personnel into change agents and engage all staff in a patient-focused culture dedicated to eliminating waste and improving all aspects of quality and care. [from back cover]
"In November 2010, Leadership Council decided to support the use of Lean within the health authorities as a process redesign tool. One of the strategic actions or Key Result Areas (KRAs) for achieving the Ministry of Health's Innovation and Change Agenda is concerned with reducing waste and increasing value in the health care sector using Lean methods. A key deliverable for this KRA is an annual report for Leadership Council that outlines how Lean has been used in the provice. This report presents seven case studies that have been identified by the health authorities as compelling and successful Lean initiatives."--preface.
Also available on BC Ministry of Health website (PDF)
Explains how hospitals can be built to increase patient safety and reduce wait times while eliminating waste, lowering costs and easing some of healthcare's most persistent problems. Supplies simplified timeline of architectural planning to guide readers through various stages of the Lean design development philosophy, including Lean architectural design and Lean work design. Includes examples from real healthcare facility design and construction projects and interviews with hospital leaders and architects. [from back cover]
Pages 184-185 describe Nanaimo Regional General Hospital's "spirit window" in perinatal area.