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Category Archives: Articles by Dr. Toussaint

“Better Care Plan”: A Public Option Choice

By: George C. Halvorson, Stephen M. Shortell, Laurence Kotlikoff, Elizabeth Mitchell, Richard M. Scheffler, John Toussaint, Peter A. Wadsworth, Gail R. Wilensky The Biden-Harris health care proposal offers a public option plan for the uninsured and for those who prefer it to alternatives for which they are eligible. We strongly support the features and principles […]

Integrating a Real-Time Information Framework with Daily Management to Improve Flow and Revenue

By: Lucy Xenophon, MD, MPH and John Toussaint, MD Prodigious streams of data flow to health care providers. Patient-experience comparisons, throughput dashboards, length-of-stay and early-discharge data, rates of hospital-acquired conditions, hand-hygiene compliance, mortality, and readmissions are just a few examples. Often, however, these data do not convey the information that is needed to improve the […]

Industry Voices—Epic’s Faulkner and Toussaint: Observational EHR data are helping combat COVID-19

If you are diagnosed at Lee Health in Fort Meyers, Florida, with COVID-19 symptoms, you’ll be given a blood thinner as part of the standard treatment protocol. That’s because Lee’s physicians used the data in their Epic healthcare software to verify early reports linking COVID-19 to blood clots. Their analysis showed that otherwise healthy patients […]

Becoming the Change: A Different Approach to Building Organizational Excellence

Healthcare transformation expert, John Toussaint, explains what he has learned from working with leaders all over the world and how important it is to implement change in order to thrive in an evolving industry. We have learned some valuable lessons in the 20 years we have been either leading or teaching the principles of organizational […]

Innovations in Management from Children’s Mercy in Kansas City

By: Felicity Pino, Shelly Hammer, and John Toussaint, MD Many organizations have developed a daily management that includes stand-up huddles, a huddle board where key metrics are reviewed, and where staff ideas for improvement are captured. Some have also begun using daily status sheets where managers meet with front line staff to understand barriers to […]

When is it safe to go to the doctor again? Ask four questions

Patient Volumes have not returned to normal in most health care organizations in the U.S.  One of the main reasons is people are scared to go to the doctor’s office. We might get infected from workers, other patients, even doctors. To assure it’s safe look for the following four things. Is a drive through visit […]

Health Care Workers Protect Us. It’s Time to Protect Them.

Posted on by CATALYSIS

Before Covid-19 pandemic struck, the U.S. health care industry suffered more than 550,000 work-related injuries and illnesses per year, or 150,000 more than any other industry in the country. Therefore, it is no surprise that health care workers have been harmed at tragic rates during the Covid-19 pandemic. According to the U.S. Centers for Disease Control […]

Can You Answer These Five Questions?

Catalysis Healthcare Value Network member Torrance Memorial (TM) is a 610-bed hospital in California. Leadership, for years, has embraced respect for people as the principle underlying all their actions. It’s one thing to give lip service to “our people are our most important asset” it’s another thing to show it through action. When Covid hit […]

A Standardized Management System and an Improvement Culture allow for fast, safe, and efficient response to Covid-19

By Lisa Yerian M.D. and John Toussaint M.D. There is great concern throughout the U.S. that health systems will not be able to meet the demand of the potential exponential growth of critically ill patients with COVID-19. This is playing out in New York where some hospitals have full ICUs and too few ventilators to […]

Lean, Shingo, and the Baldrige Framework: A Comprehensive Method to Achieve a Continuous-Improvement Management System

In this article, John Toussaint, John R. Griffith, and Stephen Shortell provide a detailed analysis of how the Baldrige criteria can be met using the Shingo model. Lean, Shingo, and Baldrige do not have to be used independently. They can work together to achieve a culture of continuous improvement. Read the full NEJM Catalyst article