The Palo Alto Medical Foundation for Health Care, Research and Education (PAMF) is a not-for-profit health care organization serving the health needs of more than 700,000 patients and countless area residents who live in Alameda, San Mateo, Santa Clara and Santa Cruz counties in California. PAMF is part of the Peninsula Coastal Region of Sutter […]
Our case studies demonstrate how major healthcare systems, manufacturing companies and corporations have embraced the idea of “Targeting Value. Spreading Change."
We dig deep into the heart of the problem and systematically prove that waste and errors can be removed. These organizations know what they are doing—we want you to know, too.
Lee Health, Ft Myers, Florida Lean Healthcare Transformation – Start to Finish Line Lee Health got its start in 1916 when a group of community leaders, with $300 and a pile of donated lumber, built the first hospital in Fort Myers, Florida. Today, Lee Health consists of four acute care hospitals and two specialty […]
Based in Salem, Oregon, Salem Health is the premier health care provider for Oregon’s Willamette Valley serving patients in Marion, Polk, Benton, Lincoln and Yamhill counties. Salem Health facilities include the main campus in Salem, Salem Health West Valley in Dallas and seven Salem Health clinics. The not-for-profit organization has provided pioneering medicine since 1896. […]
Located in the heart of Kitchener, Ontario, St. Mary’s General Hospital is the second-largest acute care hospital in the St. Joseph’s Health System. Since 1924, the organization has been a cornerstone in the community, providing patient-centered care. Today its team of 2,000 physicians, professionals and volunteers serve a population of more than 700,000 people. A […]
Abstract In a paper presented at the 20th Annual Deming Research Summit, the author described how Dr. W. Edwards Deming’s management philosophy was being applied in healthcare through efforts to learn and emulate the Toyota Production System style of management, referred to as “lean” (Stoecklein, 2014). That paper focused on the principles that were being […]
Before ThedaCare initiated Collaborative Care at its two urban hospitals, nursing staff sometimes felt they spent more time tracking down supplies and information rather than directly caring for patients. To change that, ThedaCare utilized its lean management tools to completely redesign its hospital patient rooms and how they deliver care to patients. The result is […]
Experiences of and Lessons Learned by the Healthcare Value Network’s “Acceleration & Assessment Team” Abstract: It is uncommon to find a healthcare organization’s management that will state that they are following Dr. W. Edwards Deming’s management philosophy. It is more common to find organizations that are pursuing the application of what is being called “lean”. Starting in […]
Can you compare your organization’s performance to that of your peers? What does best practice look like? How much variation exists and where does your organization sit on the list? Comparative quality transparency in Wisconsin has resulted in real improvement in patient care. This is the outcome of a simple chain reaction: providers see how […]
WHIO is an innovative collaboration among providers, insurance companies, employers and public agencies to maintain a state-wide data mart of health claims. The database includes 3.4 million unique members, 207.1 million claims, 18.8 million episodes of care, 88,000 providers and $52 billion in billed charges…and growing. Read the full case study here: Ingenix_WHIO_Case_Study
The concept of an Ambulatory Intensive Care Unit (A-ICU) developed because in most companies a small number of employees are responsible for a majority of the healthcare costs. The 80/20 rule says that 20% of the employees drive 80% of the cost. These employees generally are people with chronic diseases such as coronary artery disease […]