Healthcare in the United States, and around the world, is facing a crisis brought on by a combination of rising costs, lack of transparency and accountability, and preventable medical errors. Applying ...
Healthcare in the United States, and around the world, is facing a
crisis brought on by a combination of rising costs, lack of transparency
and accountability, and preventable medical errors. Applying lean
thinking to improve care is one way that healthcare organizations can
engage employees in solving problems in order to deliver better and more
Perfecting Patient Journeys is a guide for leaders of healthcare
organizations who want to implement lean thinking. Readers will learn
how to identify and select a problem, define a project scope, and create
a shared understanding of what's occurring in the value stream. Readers
will also learn to develop a shared vision of an improved future, and
how to work together to make that vision a reality.
Over the past eight years, the authors of this book have helped
healthcare organizations learn how to make real and sustainable change
using the value-stream improvement method. Implementing lean thinking
has helped healthcare providers develop an adaptive, problem-solving
culture with stunning results: Reduced annual staff turnover by 20%.
Average length of stay (LOS) in a large emergency department was reduced
by 30%. The number of patients who left without being seen (LWOBS)
dropped by 60% in the same hospital. Customer (patient) satisfaction
increased by 73%. Operating room changeover time was reduced, which
increased the number of surgical procedures performed by 20%.
Rather than rely on huge training budgets or teams of consultants, the
method described in this book focuses on solving real organizational
problems, and helps healthcare organizations and those who labor within
them to daily provide safe, effective, efficient, and timely patient
- John Toussaint
Few healthcare leaders have been trained to understand the existing state of care processes in their hospital or clinic. Perfecting Patient Journeys describes the team-based, value-stream improvement method that allows frontline healthcare staff to standardize and improve care processes.Given the worldwide problem of declining value in healthcare, I cannot think of a more timely and practical resource for pursuing perfect healthcare delivery.
- Lori Kauflin
Two thumbs up. Perfecting Patient Journeys is a book with a wealth of knowledge to understand the value-stream improvement method.
Perfecting Patient Journeys offers a simple approach that includes tools, illustrated examples from groups that have already “gone there,” and most important, a starting place ... Project after project, it's good to have a guidebook like Perfecting Patient Journeys to refer to.
Judy Worth is a full-time consultant based in Lexington, KY, and is a partner in Lean Transformations Group and co-owner of Verble, Worth & Verble. Her practice focuses on organizational development and instructional design. During her career she has worked extensively in a variety of healthcare settings. She has over 20 years of experience as consultant and trainer for many of the federally designated organ and tissue procurement organizations in the United States. Judy began her lean journey seven years ago when she provided the instructional design for Mapping to See: A Value Stream Improvement Kit for the Office and Services, published by the Lean Enterprise Institute. Since then she has cofacilitated value-stream improvement initiatives in multiple healthcare and other organizations and provided train-the-trainer development for in-house facilitators.
Tom Shuker, a partner in Lean Transformations Group, is a 30-year veteran in various manufacturing environments within General Motors Corp. Tom also spent two years at New United Motors Manufacturing Inc. (NUMMI), the GM-Toyota joint venture, working within the Toyota Manufacturing System and performing lean assessments of Toyota facilities in Kentucky and Japan. He has coauthored two books on lean, Value Stream Management and Value Stream Management for the Lean Office. Tom also is a coauthor of Mapping to See: A Value-Stream Improvement Kit for Office and Service. Tom is especially energetic in promoting the application of lean principles and tools in non-manufacturing environments, including healthcare, government, and financial services.
Beau Keyte began his lean consulting career in the mid-80s in the automotive industry, transitioned to adapting lean techniques to service and administrative processes in 1992, and has since progressed to developing and teaching the kind of self-sufficient thinking that challenges work and management processes, improves organizational performance and alignment, and sustains culture change. He now spends half of his time in the healthcare arena. He is currently partner in the Lean Transformations Group and a faculty member and instructor at the Lean Enterprise Institute, the University of Michigan, and The Ohio State University. Beau is the coauthor of The Complete Lean Enterprise: Value Stream Mapping for Office and Administrative Processes. He also is coauthor of Mapping to See: A Value-Stream Improvement Kit for Office and Services.