Cómo hacer que los hospitales piensen “Lean”: 5 principios

How to Get Hospitals to Think ‘Lean’: 5 Key Principles

What does car manufacturer Toyota and Lucile Packard Children’s Hospital at Stanford University have in common? More than you might think.

Hospitalists at the Palo Alto, Calif.-based children’s hospital have started successfully using the same ‘Lean’ business and management strategy made famous by the Japanese car company: promoting the endless transformation of waste into value from the customer’s perspective. Other hospitals and healthcare systems, including Virginia Mason Medical Center in Seattle and Appleton, Wis.-based ThedaCare, have increased productivity and cut costs using a similar Lean model.

Terry Platchek, MD, a clinical instructor at Packard and co-author of Lean Healthcare for the Hospitalist, an academic paper on Lean care delivery, explains how Packard has implemented a clinical care delivery model based on the principals of the Japanese car maker. Here are five key principles of Lean thinking in a hospital setting and examples of how it’s helped Packard improve care.

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2010 © Foro Latinoamericano Colaborativo en Calidad y Seguridad en Salud

Desarrollado por IECS (Instituto de Efectividad Clínica y Sanitaria)

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