By Paul E. Plsek

Virginia Mason scientific middle (VMMC) was once one of many first healthiness care enterprises to enforce Lean and its methodologies. different businesses 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 event describes how VMMC has systematically built-in leading edge constructions, tools, 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 genuine experiences―how Lean and innovation can paintings hand-in-hand to incrementally increase and notably rework your worth streams.

Explaining the best way to use the voices and stories of sufferers and their households to force development and innovation in new instructions, the booklet offers a transparent realizing of ways Lean will help in achieving your targets in today’s more and more tough marketplace.

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Refusing to be discouraged, Virginia Mason Medical Center also brought to these challenges both its long history of innovation and a willingness to be more strategically deliberate. With its litany of firsts, Virginia Mason had always attracted people who wanted to be involved in innovation. “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!

You will learn that the concepts and methods from the literature on creativity and innovation fit nicely with lean methodology and help to stretch thinking beyond incremental improvement and across all seven levels of change. Lean is not anti-­innovation after all. Chapter 4 focuses on how Virginia Mason builds leadership knowledge and capabilities with regard to innovation. When leaders know better, via systematic learning and unlearning, they can do better to catalyze and support innovation. Anyone can learn to be more creative and innovative.

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. In the wake of the 1999 IOM report, To Err Is Human: Building a Safer Health System, Strategy as Innovation, Strategy for Innovation ◾ 5 which estimated upward of 96,000 preventable deaths annually in American hospitals, key clinical leaders at Virginia Mason were soul-­searching. They wondered if what the IOM said was routinely happening across American healthcare wasn’t also true at Virginia Mason.

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