Gabow / Goodman The Lean Prescription

Powerful Medicine for Our Ailing Healthcare System
1. Auflage 2014
ISBN: 978-1-4822-4639-1
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 183 Seiten

In this book, Dr. Gabow, former CEO of Denver Health of 20 years, teams up with Philip Goodman, a 34-year veteran of Denver Health who directed the Lean System group, to share their Lean journey. The Lean Prescription: Powerful Medicine for Our Ailing Healthcare System tells the story of how Dr. Gabow led Denver Health to become the first healthcare organization to be awarded the Shingo Bronze Medallion Prize for Operational Excellence.

Detailing the foundational Lean principles, the book provides readers with the benefit of the experience of an integrated healthcare system's successful seven-year Lean journey. This book grew out Gabow’s 40 years' experience as a practicing physician, teacher, researcher, and leader of a large, urban public healthcare system.

About 10 years into her 20 years as CEO of the healthcare system, she began to look at how one could actually make healthcare work right. After a year of study, she and her team concluded that Lean was exactly what healthcare needed. During the seven-year Lean journey that followed, Denver Health dramatically improved quality of care. Denver Health achieved a reduction of the expected mortality rate to the lowest among the academic health center members of the University Health System Consortium in 2011.The financial results were equally impressive. Denver Health realized almost $200 million of well-documented, hard financial benefit over seven years.

This book provides authoritative guidance on how to effectively implement a Lean transformation in a healthcare system that includes hospitals, HMOs, community health centers, call centers, and paramedics. Providing an accessible explanation of the Lean philosophy and tools, the book includes helpful exercises and examples of Lean applications. The book goes beyond the hospital environment to the broader healthcare sector.

Zielgruppe

Health care leaders from a board range of health care organizations including hospitals, clinics, paramedics, call centers, and HMOs.

Autoren/Hrsg.

Gabow, Patricia A.

Goodman, Philip L.

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Dienstleistungssektor & Branchen

Inhaltsverzeichnis

Why Worry about American Healthcare
Those Left Out
Huge Cost
Quality Chasm
Prevailing Culture of Healthcare
Impact on the Rest of the World
Potential Solutions

Role of Leadership in Health System Transformation
Defining the Journey
Implementing the Journey
Committing to Outcome

Why Pick Lean for Healthcare Transformation
Philosophy of Lean
Eight Wastes

Toyota Principles and Working Concepts of Lean
14 Toyota Principles
Working Concepts of Lean
Customer Defines Value
Standardize to Solve and Improve
Deliver Value on Demand without Waste/Flow the Process
Manage for Daily Improvement and Relentlessly Pursue Perfection
Mutual Respect and Shared Responsibility Enable Higher Levels of Performance

Lean Tool Box
Tools to Create Prioritization and Alignment
True North
Transformation Plan of Care (Simpler Business System®)
Value Streams
Tools to See Waste
5 Whys
Waste Walk
Spaghetti Diagram
Communication Circle
Takt Time and Cycle Time
Takt Time
Cycle Time
First Pass Yield
Process Mapping
Seven Tools of Quality
Fishbone
Pareto Chart
Tools to Eliminate Waste
5S
Standard Work
Poka Yoke, Jidoka, and Andon
Poka Yoke
Jidoka
Andon
Kanban
Quick Changeover
Level Loading
Flow Cell
Visual Management
Production Boards
Tools for Quality
Tools for Structure
Rapid Improvement Events
A3
Tools for Design
3P and 2P
Vertical Value Stream

Structure for Lean Implementation
Sensei Guidance
Management Structure

Deploying Lean
Training
Black Belts
Organizational 5S
Rapid Improvement Events
Pre-Work
Team Members
Structure for RIE Week
Post-Work
RIE Examples
Applying Design Tools
Communication

Metrics, Reporting, and Information Archiving
Metrics
Financial Metrics
Quality Metrics
Human Development Metrics
Reporting
Information Archiving

Outcomes and Lessons Learned
Outcomes
Lessons Learned

Appendix

References

Index

Über Autor(innen)

Patricia A. Gabow, MD, MACP, was CEO of Denver Health from 1992 until her retirement in 2012, initially transforming it from a department of city government to a successful, independent governmental entity and then leading its Lean transformation. Denver Health’s Lean effort earned the Shingo Bronze Medallion for Operational Excellence, the first healthcare entity in the world to receive such recognition. Prior to becoming CEO, Dr. Gabow was a practicing nephrologist and academic researcher serving as chief of nephrology, director of medical services, and chief medical officer at Denver Health. Dr. Gabow is a member of the Medicaid and CHIP Payment and Access Commission (MACPAC), the Robert Wood Johnson Foundation Board of Trustees, the Institute of Medicine Roundtable on Value and Science Driven Health Care, the National Governors’ Association Health Advisory Board, and a senior advisor to Simpler. She is a professor of medicine at the University of Colorado School of Medicine and has authored more than 150 articles and book chapters. She earned her MD degree from the University of Pennsylvania School of Medicine. She has received numerous awards including the AMA Nathan Davis Award for Outstanding Public Servant, the National Healthcare Leadership Award, the David E. Rogers Award from the Association of American Medical Colleges (AAMC), the Health Quality Leader Award from the National Committee for Quality Assurance (NCQA), and was elected to the Association for Manufacturing Excellence for her work in bringing Lean into healthcare.

Philip L. Goodman, MS, RRT, was the director of the Lean Systems Improvement Department at Denver Health, overseeing the Lean facilitators and Lean educational initiatives. In this role he led the operational aspects of the Lean transformation effort, the Black Belt training program, and the Lean Academy at Denver Health. Goodman was employed at Denver Health from 1979 until his retirement in 2013. Prior to directing the Lean Systems Improvement Department, he was the service line administrator for the Department of Medicine and director of respiratory therapy at Denver Health. Goodman is a Denver Health Master Black Belt and a registered respiratory therapist.

He earned his master’s degree in healthcare administration from Regis University in Denver. Goodman has conducted numerous presentations of Denver Health’s Lean transformation effort at the national level.