tag:blogger.com,1999:blog-32053362.post7056525384814363641..comments2024-03-26T00:25:34.026-04:00Comments on Not Running a Hospital: Made Lean in AmericaPaul Levyhttp://www.blogger.com/profile/17065446378970179507noreply@blogger.comBlogger1125tag:blogger.com,1999:blog-32053362.post-32159231128757082572011-09-20T23:36:11.609-04:002011-09-20T23:36:11.609-04:00This is a must see/hear:
Lean in High-Stakes Medi...This is a must see/hear:<br /><br />Lean in High-Stakes Medicine: Kaizen Without a Net<br /><br />Panel: Kevin McGuire, MD MS; Carrie Tibbles, MD; and Michael Howell, MD MPH<br /><br />The Emergency Department. Spine Surgery. The ICU. These are places where – when things go wrong – they can go really, really wrong. Quite literally, people die, they end up paralyzed, they require life support. A five-minute delay in availability of a piece of equipment whose inventory was reduced in a 5S process may truly mean the difference between life and death, walking and not, permanent brain damage or neurologically intact survival.<br /><br />Although Lean has made inroads into healthcare, penetration into these types of high-stakes medicine has been slower. The panelists, who are all actively practicing physicians, will discuss real-world case studies of Lean implementation in exactly these environments: the ED, the OR, and ICU. These are exactly the places where physicians are most reticent to change -- but they are also places were Lean may offer the most benefit. At the Beth Israel Deaconess Medical Center (BIDMC), a key Lean dissemination strategy has been the intensive training of physician leaders in each department. The panelists are graduates of this program, which is led by the Office of Business Transformation and involves 6 – 8 weeks training, mentorship, and practical experience. They will discuss successes and challenges, as well as the lessons learned in this early phase of Lean transformation. Specific topics will include common themes of success (buy-in and engagement of both front-line clinicians and those with political capital to move projects forward, relentless application of nemawashi, fiscal disincentives for providers, etc.) and concrete examples of using Lean methods to improve spine surgery, the emergency department, and the ICU.<br /><br />Kevin J. McGuire MD MS is the Chief of the Orthopedic Spine Service, Co-Director of the Spine Center, Director of Combined Spine Fellowship at BIDMC and Spine’s section editor Health Care Delivery Science.<br /><br />Carrie Tibbles, MD is the Associate Director of Graduate Medical Education, and the Associate Program Director of the Harvard Affiliated Emergency Medicine Residency.<br /><br />Michael D. Howell, MD MPH is the Director of Critical Care Quality and the Director of the Research Core for InSIGHT (Integration of Standard Information Gathered using Healthcare Technology) at BIDMC. He has held several national leadership positions in quality and safety in intensive care medicine and is a nationally recognized leader in critical care quality improvement.Alice Leenoreply@blogger.com