By Paul E. Plsek
Virginia Mason clinical heart (VMMC) was once one of many first well-being care businesses 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 wellbeing and fitness Care Transformation with Lean and Innovation: The Virginia Mason event describes how VMMC has systematically built-in cutting edge buildings, 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 enhance and considerably rework your worth streams.
Explaining the best way to use the voices and reports of sufferers and their households to force development and innovation in new instructions, the ebook offers a transparent knowing of the way Lean might be useful in attaining your ambitions in today’s more and more difficult marketplace.
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Additional info for Accelerating Health Care Transformation with Lean and Innovation : The Virginia Mason Experience
The keys to the achievement of the perfect patient experience are the four strategic pillars in the middle of the pyramid. These emerged as clear themes from discussion about what it would take to truly put the patient at the top and achieve the vision and mission. These key strategies (pillars) are: People: We attract and develop the best team. Quality: We relentlessly pursue the highest quality outcomes of care. Service: We create an extraordinary patient experience. Innovation: We foster a culture of learning and innovation.
Patients could not be faulted for feeling perhaps that modern healthcare is already disruptive enough to their lives. The hope of a breakthrough to something much better is a more attractive proposition. Strategy as Innovation, Strategy for Innovation ◾ 17 WHY DON’T YOU START WITH THAT? THE SPINE CLINIC CASE STUDY* Background: In 2004, several large, Seattle-based, self-funded employers and their health plans challenged leaders about the amount they and their employees paid for healthcare at Virginia Mason.
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.