Leading the Lean Healthcare Journey : Driving Culture Change to Increase Value, 2nd Edition

This book reveals and describes the leadership and culture change required to remove waste from healthcare processes and eliminate the root cause of soaring costs, poor quality and safety, and limited access. The book's delivery strategy revolves around personal and organizational stories and case studies told by physician and administrative leaders, all students of the Toyota Production System. This revised edition uniquely blends updated case studies with practical theory to describe how the healthcare value proposition can be changed by reducing waste, variation and complexity in healthcare. New to the book are chapters on clinical standard work and integration of lean and safety.

Preface

Chapter 1 : The Continuous Performance Improvement (CPI) Journey
Chapter 2 : Creating High-Powered Healthcare Improvement Engines
Chapter 3 : What We Need Most We Can't Buy : Leadership and Culture Change Engaging Everyone in a Patient-Focused Culture
Chapter 4 : Transforming Doctors into Change Agents
Chapter 5 : Clinicians Engagement : CPI Applied in a Not-So-Touchy-Feely Environment
Chapter 6 : Ending the Paper Chase in the Operating Room
Chapter 7 : 5S and Demand Flow : Making Room for Continuous Improvement
Chapter 8 : Developing and Implement Pull Systems in the Intensive Care Unit
Chapter 9 : Delivering Compassionate Care through Clinical Standard Work on Rounds
Chapter 10 : Developing Standardized Inpatient Care for Patients
Chapter 11 : Change that Nourishes the Organization : Making the Totl Parenteral Nutrition (TPN) Process Safer
Chapter 12 : Eliminating Mistakes-Central Line-Associated Bloodstream Infections
Chapter 13 : Balancing the Line in Outpatient Pharmacy
Chapter 14 : Making the Right Call : The Everett Clinic Registration to Cash Value Stream
Chapter 15 : Working hard to Improve Work Flow in the Lab
Chapter 16 : Rapid Changeover in the Operating Room
Chapter 17 : CPI in Basic and Clinical Research
Chapter 18 : Integrated Facility Design at Seattle Children's Hospital
Chapter 19 : Leading Cost Reductions in Healthcare
Chapter 20 : Back from the Brink : The Jefferson Heatlhcare Turnaround
Chapter 21 : Success in Clinical Standard Work as Part of a Lean Effort
Chapter 22 : Integration of Lean Healthcare and Safety

Index