Transforming Health Care

"If it was easy, anybody could do it..." The story of the "pursuit of the perfect patient experience" by the people of VMMC is truly an inspiration that calls each of us again to the pursuit of excellence in our leadership and service in health care. This well-written story provides us information for our heads and inspiration for our hearts. It shows us with a substantial real-world example that we can do profoundly better when we wholeheartedly pursue excellence in patient-focused care in a committed, collaborative and creative manner. The ongoing story of the pursuit of extraordinary service to people by the people of VMMC is compelling evidence that although it is not easy, it is the right thing to do, and we can do it, too. "It is the stories we tell others and the stories we tell ourselves that determine the quality of our lives." This is a story worth reading, worth telling, and worth living.

"Transforming Health Care: Virginia Mason Medical Center's Pursuit of the Perfect Patient Experience" is an important read on the path to healthcare sustainability, increasing quality while decreasing cost, and understanding hospitals today. VMMC pioneered using LEAN (Toyota's system) in the healthcare space and remains an outstanding case study of how to do it. Transforming Health Care is an inside look into VMMC. Easy to read this fairly short book offers great insight, examples, and solutions for many of the vexing problems of changing from a fragmented highly error prone system to a "self-learning" organization. The more you know about LEAN principles the more you will get out of this book, however knowing LEAN isn't a prerequisite. Transforming Health Care is a road-map, a primer, a great case study on how to bring LEAN into your hospital or medical practice.

A good chronicling of Virginia Mason's journey to lean. It illustrates the long and involved history of initial inspiration, learning and the trials and tribulations of converting processes and organizational culture. For those thinking this is an easy course to take, or that it is simply the latest in corporate fads, the case of Virginia Mason will show them otherwise. The shortcomings of the book, to me anyway, is that it is mostly about the challenge and achievements of organizational change. It was fairly light on what aspects of lean/six sigma worked. I would have liked to read more about specific tools (e.g., VSM, 5 S, heijunka, kanban) and their use. Where were they successful, where did it take several tries, how can we readers learn from your experience. These are mentioned here and there, but insufficiently to help the rest of us in our own journeys. It is a useful tool for upper management. They may not be interested in the getting into the weeds. but they are interested in the time and devotion it took to change the organization.

The more you know about lean transformation the more you'll envy the Virginia Mason Medical Center (VMMC) for having the right people in the right places at the right times. At the end of the 1990s VMMC faced a struggle for survival as an in-the-black, separate entity. The CEO, Gary Kaplan, an MD and highly regarded executive saw the need for dramatic action and found it, after energetic searching, in Toyota Way thinking and acting. He created and nurtured the informed consent of the board of directors and, through John Black, engaged the Japanese consulting firm Shingijutsu. The executive team joined in embracing what became known as the Virginia Mason Production System (VMPS) and, with the clinical staff, hammered out the Virgina Mason Medical Center Physician Compact, the basis for concordant action in the VMPS. What's really to envy is the constancy of purpose that VMMC has maintained: when transformation efforts flagged or failed or worse - and they did, regularly - execs and docs, with board support, doubled-down and solved the problems. Each time that happened momentum increased: physicians saw better outcomes and less wasted effort, patients had better experiences, nurses spent more time actually helping patients, payers got to spend money where it mattered more, medical errors (and malpractice insurance cost) dropped dramatically, the list goes on and on, each recovered success synergizing more successes. As Donald Berwick points out in his Foreword, VMMC isn't perfect yet but, crucially, improvement continues apace: the board of directors, unified behind the VMPS, is chaired by Carolyn Corvi (the Boeing exec who, with Shingijutsu guidance, made the moving line in 737 final assembly happen), executives have become sophisticated in lean system dynamics, clinical staff are well aligned with the VMPS, and VMMC runs significantly in the black. Now all VMMC needs is a rational system of health care payment in which outcomes are rewarded instead of procedure delivery. The author, Charles Kenney, has produced a highly readable book with plenty of rich, authentic-seeming detail. I am a fast reader somewhat familiar with the sorts of issues addressed in the book, yet despite this being a relatively short book Kenney presents so much to think about that the pleasure of reading the book lasted much longer than anticipated.

The story of the Virginia Mason Medical Center's transformation is a must read for those concerned with the delivery of better health care with a real concern for the patient's experience. The introduction of the Toyoda's approach was some kind of a revolution when VMMC took that direction and is still today a hard sale in many healthcare facilities. The author takes us through the evolution of this new way of seeing and working through simple stories and do not brush under the carpet the resistance encountered along the way. Changing attitudes and perception is a hard transformation and reading about what others have gone through and accomplished is a good source of motivation and will help the reader better design his or her own healthcare delivery's transformation strategy.

Very interesting, good if you work for the NHS as it is being rolled out everywhere

using in my work

Excellent book retrieving the introduction of the Toyota way (TPS) into a medical facility. Hats off to the board of directors, stake holders and especially the men and woman caring the patients in need. Three thumbs up.

While some 70% of hospital costs are in the staff/salaries, the rest are materials. This book provides insights that other hospitals should seriously consider looking at more closely. There is tremendous waste in hospitals, whether it is people's time (nurses spend up to 30% of their time waiting for something to happen, despite apprently being busy, the waiting is a feature of job fragmentation, leading to high absenteeism); on ward dispensing can be wasteful with partly used medicines packs left after a patient is discharged (these packs cannot be further used). And so on. It is never a mistake to rethink all manner of hospital processes.