Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement, Second Edition (Anglais) Broché – 16 décembre 2011
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Description du produit
Présentation de l'éditeur
Healthcare leaders around the world are facing tough challenges, including the need to deliver better value for patients and payers, which means improving quality while reducing cost. It might seem impossible to do both, but organizations around the world are proving it's possible, through Lean. Health systems are able to enhance all dimensions of patient care, including both safety and service, while creating more engaging and less frustrating workplaces for healthcare professionals and staff… all leading to improved long-term financial performance.
Building on the success of the first two editions of this Shingo Prize-Winning book, Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement, Third Edition explains how to use the Lean philosophy and management system to improve safety, quality, access, and morale while reducing costs. Lean healthcare expert Mark Graban examines the challenges facing today’s health systems, including rising costs, falling reimbursement rates or budget constraints, employee retention, and harm to patients.
The new edition of this international bestseller (translated into eight languages) begins with an overview of Lean methods and mindsets. It explains how engaging staff and leaders in Lean practices such as value stream mapping and process observation can help reduce wasted motion for caregivers, prevent delays for patients, and improve the long-term health of your organization. In addition to a new introduction from John Toussaint, this updated edition includes:
- New and updated material on identifying waste, A3 problem solving, employee idea management, kanban for materials management, and strategy deployment
- New case studies and examples―including a new 5S case study (Franciscan St. Francis Health) and other case examples highlighting the challenges and successes of an academic medical center and a small urgent access hospital, featuring quotes and stories from executives
- New examples and updated data throughout, including revised chapters on patient safety and patient flow challenges and the improvements driven by Lean
Detailing the mindsets and methods needed for a successful transition to a Lean culture, the book provides the understanding of Lean practices―including value stream mapping, standardized work, error proofing, root cause problem solving, and daily improvement processes―needed to reduce common hospital errors and improve performance in other dimensions. The balanced approach outlined in this book will guide you through the process of improving the quality of care and service while reducing costs in your hospital.
*The Lean Certification and Oversight Appeals committee has approved Lean Hospitals as recommended reading for those in pursuit of Lean Bronze Certification from SME, AME, Shingo Prize, and ASQ
Biographie de l'auteur
Mark Graban is a consultant, author, keynote speaker, and blogger in the world of Lean healthcare. Mark is an experienced consultant and change agent, with a background in industrial and mechanical engineering and an MBA from the MIT Sloan Leaders for Global Operations Program. Prior to healthcare, Mark worked in multiple industries, including automotive (General Motors), electronics (Dell), and industrial products (Honeywell). At Honeywell, Mark was certified as a Lean Expert (Lean Black Belt).
Since August 2005, Mark has worked exclusively in healthcare, where he has coached Lean teams at client sites in North America and the United Kingdom, including medical laboratories, hospitals, and primary care clinics. Mark’s motivation is to apply Lean and Toyota Production System principles to improve quality of care and patient safety, to improve the customer/patient experience, to help the development of medical professionals and employees, and to help build strong organizations for the long term.
From June 2009 to June 2011, Mark was a Senior Fellow with the Lean Enterprise Institute (LEI), a not-for-profit educational organization that is a leading voice in the Lean world. In this role, Mark also served as the Director of Communication & Technology for the Healthcare Value Network, a collaboration of healthcare organizations from across North America, a partnership between LEI and the ThedaCare Center for Healthcare Value. Mark continues as an LEI faculty member.
In June 2011, Mark joined the software company KaiNexus as their Chief Improvement Officer, to help further their mission of "making improvement easier" in healthcare organizations, while continuing his other consulting and speaking activities. Mark was raised in Livonia, Michigan and currently resides in Keller, Texas with his wife, Amy. To interact with Mark and the Lean healthcare community, visit www.LeanHospitalsBook.com.
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Commentaires client les plus utiles sur Amazon.com
A patient died because three syringes all had the same color of fluid: an anesthetic, a disinfectant, and a contrast agent. This was an accident ready to happen. Standard solution: fire the nurse, insist people read each label = result that doesn't really work. LEAN solution: have each solution be a different color. Zero cost, clearly visible = result that worked and prevented deaths, pain, and lawsuits.
Many such examples with solutions are used throughout "LEAN Hospitals". The concepts, forms, and principles of LEAN are fleshed out. However to really effectively use LEAN and the Toyota system, you will need additional materials that deep dive LEAN. However for a primer on LEAN within healthcare this is simply the best resource available.
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