3P

4 Lean Healthcare examples

Chest Disease Hospital 20120130-00325.jpg

- excerpt from an email I sent a hospital CEO, VP, CFO & a few colleagues after a Lean Government workshop to help them; hoping it also helps some others here interested in current healthcare practices

Designing new Hospitals from scratch using 3P; Saskatchewan, Dan Jones

https://www.lean.org/LeanPost/Posting.cfm?LeanPostId=111

 

Virginia Mason Health System, Seattle

https://www.virginiamasoninstitute.org/2017/08/lean-health-care

books:

https://www.virginiamasoninstitute.org/knowledge-base/books

 

Thedacare Health

Book:

On The Mend by CEO Doctor John Toussaint

- describes how ThedaCare doubled its revenue,

and how this organization became the lowest-price health care provider in Wisconsin.

One typical example: the mortality rate for coronary bypass surgery dropped from 4% a year (12 deaths) to almost zero (one death in 2009).

In addition, the time that the patients stayed in hospital fell (22%) from 6.3 to 4.9 days.

https://www.business-improvement.eu/lean/ThedaCare_On_The_Mend.php

 

Examples of results obtained at PHSA (Provincial Health Services Authority)

http://www.phsa.ca/documents/improveoct4.pdf

 

Cheers,

Ryan Cartier

,

what problem do I have in my product development process?

,

Each year or so we find a common challenge seems to stand out that companies pursuing lean are wrestling with to drive their performance.  It continues for a time period as the general aspect to be solved for several companies in the lean community, immersed in it’s learning, and sharing our progress across industries to learn from each other.

Executing through this ‘theme’ as it unfolds maintains our evolution with business practices as they evolve;

(and further away from the outdated MBA/conventional practices most gravitate to,
who hope to gain a different competitive advantage by using the same thinking as everyone else.
Conventional companies following this “1950's thinking” experience a predictable cyclical decline years later (or sooner), and all wrestle with ‘cost cutting’ practices they pursue which don't address the core problem they have).

Around 8 years ago we found it was senior managements requirement to lead their lean growth strategy.                                                                        

Then 3P.   
In the last few years it was lean product & process development to drive revenue -  we focused on establishing cadence doubling new product introductions with our companies.

This year it seems to be

"what problem do I have in my product development process?"

(whatever that may be, some realizing for the 1st time what they did actually was a process - however they cobbled it together);

and now further upstream "what is the problem I need to solve in sales?"