Question

Orthopedic surgeon Doug Woolley was frustrated. A bottleneck in the recovery room at the Community Medical Center in Missoula limited the total number of joint replace- ments he could do each week. The system limited him to four procedures, although he himself had time to do at least one more. He turned for help to Cindy Jimmerson, who worked with the hospital to implement a management system called Lean. They began by conducting observations of the system and quickly noticed some key problems. They observed nurses working hard and automatically going "around" barriers without even considering that the barriers could be removed. They identified a few big things that could be improved immediately. One was posting a physician's or nurse's beeper number in an obvious place where it could be immediately seen. Although it seems simple, this prevented a common bottleneck-having to call somebody to find the number. These types of changes were made immediately, and the results were astounding. Patient time in the recovery room went from 90 minutes to 62 minutes, and as a result, the patient's bill went down. The hospital's productivity increased, and now Dr. Woolley is able to perform more procedures per week. Similar benefits are occurring across the country as hospitals and medical centers implement Lean. At Goshen Health System on-time start in the hospital's operating department went from 15% to 80% in only eight weeks after implementing Lean. A team of employees examined the processes. They determined that the factor most

Please read the opening vignette about Community Medical Center in Missoula. How have they used lean management approaches to efficiently utilize resources (human resources and processes), eliminate waste, incorporate Total Quality Management, and also motivated the Respect for People

I have uploaded the figures from 10.1 to 10.6 to give you more details. Please use them when explaining the question. Thank you!

Answer 1

Answer -

Doug Woolley was doctor in the hospital in Missoula. They were frustrated because their productivity was very less. Joint operation was limited in that hospital although doctor was able to perform one or more joint operation. They took help of Cindy Jimmerson he implement lean management system in the hospital. He find that nurses was doing hard work but they all were involve in some barrier and don’t try to overcome that barrier. Some big findings was that physicians or nurse who were working was more in number and hospital can take work from them by allocating them work at some different places. Community medical centre in Missoula used lean management approach for their hospital. By doing this they got profit and their patient recovery time reduced from 90 min to 62 min. In some other hospital in Missoula they got their operating performance of staff from 15% to 80 % within eight weeks after implementing lean management. As a result they found more productivity and quality work for their hospital and customer satisfaction.

Lean management is the management approach in which we create customer value. In the hospital community in Missoula surgeon Doug Woolley create customer value by reducing their bill amount and providing them quality treatment in short interval of time.

Cindy Jimmerson implement lean in hospital that work for the eliminate the waste and Best use of human resource, broad view of business, simplicity in work, convenient and efficient use of human resource, visibility towards the problem and solution of the problem and in the last quick change for the customer needs so that hospital can be in profit by reducing operating time from 90 min to 62 min and reducing the bill amount of the customer.

W Edward Deming, Philip Crosby and Joseph M Juran they all focused more for quality and developed more concept of quality for the organizations

In this way surgeon Doug Woolley got customer satisfaction by providing them quality treatment in the hospital, respect of people, lean management and total quality management in their hospital by reducing the waste of human resource management.

Kanban card can also be used in medical community to indicate that which work is needed more where is the actual requirements of nurse staff and other hospital staff. It is the card that used in the organization to show that which operation is less in number and need to prepare more.

Here also we can use kanban in hospital community that which work is more profitable and important we can focused in that work by doing proper use of human resource management and all the available resources in the hospital for providing quality treatment and customer satisfaction.