By Paul E. Plsek

Virginia Mason clinical heart (VMMC) was once one of many first overall healthiness care companies to enforce Lean and its methodologies. different businesses have VMMC’s lead, yet this international category association nonetheless leads within the usage of cutting edge Lean tools.

Accelerating healthiness Care Transformation with Lean and Innovation: The Virginia Mason adventure describes how VMMC has systematically built-in cutting 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 real experiences―how Lean and innovation can paintings hand-in-hand to incrementally increase and greatly remodel your worth streams.

Explaining the best way to use the voices and studies of sufferers and their households to force development and innovation in new instructions, the e-book offers a transparent knowing of ways Lean might be useful in achieving your targets in today’s more and more not easy marketplace.

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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. They could certainly find no proof to the contrary. ” This realization led them to the drafting of a new compact defining a fundamentally new arrangement between the medical center and the physicians.

Increase bench-­to-­bedside research. • Implement Rapid Process Improvement methods across the entire system. 2003–2006 • Create a strong structure and environment for innovation. • Link innovation to the strategic quality plan. • Link innovation to the strategic plan for people. • Link innovation to exceptional patient service. • Grow bench-­to-­bedside research. 2006–2009 • Continue to develop the culture for innovation. • Direct innovation efforts to implementation of organizational and divisional goals.

Immediate past board chair Strategy as Innovation, Strategy for Innovation ◾ 7 Carolyn Corvi, a former Boeing executive, recalls her reaction when she first joined the board shortly after the creation of the strategic plan pyramid. “They put up the pyramid and were really feeling great about the fact that they had put the patient at the top. Of course,” she went on with a laugh, “if you join the board, coming from a private sector company like Boeing, you’re a bit shocked to think that it wasn’t like that before.

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