By Paul E. Plsek
Virginia Mason clinical heart (VMMC) was once one of many first health and wellbeing care agencies to enforce Lean and its methodologies. different corporations have VMMC’s lead, yet this global classification 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 real experiences―how Lean and innovation can paintings hand-in-hand to incrementally enhance and significantly rework your worth streams.
Explaining easy methods to use the voices and reports of sufferers and their households to force development and innovation in new instructions, the e-book offers a transparent knowing of ways Lean can help in achieving 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
It is an approach that underlies much of the Virginia Mason story of innovation. Four Strategic Pillars Support Pursuit of the Perfect Patient Experience Over the series of meetings in 2001, the strategic planning committee identified the necessary elements of the strategy and eventually arranged them to comprise the complete strategic pyramid. Vision, mission, and values—common elements in any strategic plan—were placed at the top belowthe patient. These were not controversial and were consistent with the history of the organization.
Just as randomly falling rainwater gets organized into streams at the bottom of valleys through years of erosion, so the mind learns to organize the otherwise random sounds of a spoken word into an associated stream of thought. Thus, when one thinks of a clinic, he or she immediately thinks of a physical location, with a receptionist and waiting area, where the nurse calls you back into an exam room before you see the doctor, and so on. This thinking process occurs with minimal conscious effort and gives rise to the fact that most clinics, and their processes, are quite similar.
While it does little for an organization’s reputation as an innovator, it has the advantage of being low risk. Of course, if everyone in an industry adopts a follower strategy, the industry evolves slowly and incrementally, not radically and quickly, as is the need in healthcare today. By 2003, learning from outside experts, Virginia Mason leaders moved toward the more transformative definition of innovation as directed creativity implemented. At Virginia Mason, each of these three simple words is filled with meaning.