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A Leadership Journey in Health Care 1st Edition
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Since adapting the principles of the Toyota Production System to health care in 2002, Virginia Mason Health System has made enormous leaps forward in quality, safety, patient experience of care, and affordability. It has achieved world-class levels of patient satisfaction and has been honored as one of the safest hospitals in the country.
A Leadership Journey in Health Care: Virginia Mason's Story supplies an inside look at process improvement from the world leader in applying Lean methods to health care. It presents key lessons learned as well as the best practices developed at Virginia Mason during its 12-year process improvement journey.
Just as important, Virginia Mason’s culture of leadership at all levels sets it apart from others in the health care universe. Describing why it’s critical for leadership to be actively involved in any process improvement initiative, the book illustrates exactly what leadership looks like at all levels within Virginia Mason.
In the book, bestselling author Charles Kenney introduces breakthrough new work at Virginia Mason that most health care audiences have yet to read about. He details the reasons why governance has played such a big role in Virginia Mason’s success and discusses a game-changing initiative concerning respect for people.
After reading this book, you will better understand the active leadership style that has propelled Virginia Mason’s success. By following the best practices and lessons learned, you will be prepared to teach, coach, and encourage your team to achieve streamlined and standardized work, sustained improvements, and increased patient satisfaction.
Foreword by Carolyn Corvi, Virginia Mason Health System/Virginia Mason Medical Center Boards of Directors; Retired Vice President and General Manager, Boeing Commercial Airplanes
- ISBN-101482299682
- ISBN-13978-1482299687
- Edition1st
- Publication dateSeptember 14, 2015
- LanguageEnglish
- Dimensions0.46 x 6.14 x 9.25 inches
- Print length186 pages
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Editorial Reviews
Review
When I’m asked to name the best health care delivery system in the country, I answer without hesitation: Virginia Mason. No other organization has developed so many innovations―a unique approach to process improvement modeled on Toyota's, a world-class governance structure, the Physician Compact, and more―and woven them together in the service of a singular goal: putting patients first. In this well-written and engaging book, Kenney pulls back the curtain to describe how Virginia Mason makes all of this work. No surprise: the secret sauce is leadership. Read the book and you’ll become a better leader. Better yet, have everybody at your organization read the book and it will become a better health system.―Robert Wachter, MD, Professor of Medicine, University of California, San Francisco, and author of The Digital Doctor: Hope, Hype, and Harm at the Dawn of Medicine’s Computer AgeIn a series of riveting, rich, and highly informative stories, Charles Kenney provides details and insights into the magic behind the method that can transform health care: a totally new style of collaborative leadership based on trust, alignment, patient focus, respect, and responsibility. Must reading for every health care CEO and Board member.
―Lucian Leape, MD, Harvard School of Public Health
Kenney’s account of the Virginia Mason leadership journey offers a roadmap for young potential leaders on how to pursue a high performance health system.
―David Blumenthal, MD, President, The Commonwealth Fund
To successfully achieve a turnaround you must see Lean as the strategy, understand that the transition has to be led from the top and that the thing you are trying to transform is your people [your most valuable asset]. Virginia Mason touches all the bases here with particular emphasis in this book on the need for strong, aligned leadership throughout the organization. Every company can learn from VM’s leadership examples. A must-read if you are interested in unlocking the hidden value within your company.
―Art Byrne, former CEO of The Wiremold Company and author of The Lean Turnaround
This practical leadership guide shares the strategy, the management tools and systems, and a vision of the culture needed to thrive in today’s challenging health care world. Readers will get a detailed view of the Virginia Mason Production System and the methods that Virginia Mason leaders use to achieve world-class results for their patients.
―Maureen Bisognano, President and CEO, Institute for Healthcare Improvement
Talented people leading and working together on a comprehensive continuous improvement strategy and relentless implementation plan to deliver a compelling vision! Virginia Mason’s Story has important lessons for all of us!
―Alan Mulally, retired CEO of Ford and Boeing Commercial Airplanes
About the Author
Charles Kenney
Product details
- Publisher : Productivity Press; 1st edition (September 14, 2015)
- Language : English
- Hardcover : 186 pages
- ISBN-10 : 1482299682
- ISBN-13 : 978-1482299687
- Item Weight : 14.8 ounces
- Dimensions : 0.46 x 6.14 x 9.25 inches
- Best Sellers Rank: #2,620,227 in Books (See Top 100 in Books)
- #882 in Service Industry (Books)
- #1,031 in Quality Control (Books)
- #1,033 in Hospital Administration (Books)
- Customer Reviews:
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- Reviewed in the United States on August 16, 2019Received in excellent condition
- Reviewed in the United States on December 30, 2015Have you ever dealt with a professional, say a lawyer or doctor, who won’t tolerate anyone else’s opinion on law or medicine? Have you ever been in a career where there’s a hierarchy and everyone hates each other? I’ve been there, done that, and hated it, which is why I can relate so well to Charles Kenney’s book. I was, however, unfamiliar with a lot of the hospital management issues he discusses, not just the hierarchies, but the lack of employee accommodations.
The Virginia Mason hospital, centerpiece of this book, uses the “Toyota System” of management: employees are considered vital, no matter what their task, and everyone is treated with respect. One of the issues here is who comes first, the management or the patient? Anybody would say “patients come first,” but what if the employees have to park five blocks from the hospital, move their cars every four hours, and walk uphill to get there? Put that in a place like Seattle, where you get rain every week, or an area where there’s no public transport. Lack of employee parking is demoralizing.
In the chapter “Respect For People,” the author shows how management can arouse anger by treating people as though they are expendable. Many employees end up invisible-custodians, orderlies, and clerks-and they will resent you if you add to their workload. In Japan, for instance, safety is paramount, and pavement markings are repainted frequently. But stepping on the white line in the parking lot and messing it is a no-no. The management will not tolerate it, because it disrespects the guy that repaints it. His work is not expendable for you to mess at your leisure. Here in the USA, it’s the opposite. You have a crew of hospital employees who sterilize the operating tools, cleaning off the dried blood and loading them into the autoclave. They complain “why are we cleaning this many, when half are coming back unused?” The doctors think “more is better” and order up double the number of scalpels they require. It pisses off the people that send them up.
Now we come to the issue of bullying by doctors. You’ll always have the doctor that says “my hands save lives” and say “where the hell did you get your medical degree” if the pharmacist questions the size of the dose they prescribe. But the doctor who chews out the nurses, interns, residents, and assistants, berating them while they stitch patients, now that’s bad. Here we’re going from conceit to bullying, and that endangers everything. Conceit on the part of a doctor, would not, according to this book, be acceptable in Japan. Perhaps that’s why they always manage to kill US competitors on labor costs?
I recommend reading this book alongside Michael Abrashoff’s book It’s Your Ship. Both stress that the leader of the business has to be aware of what the lowest-ranking employees are up to, and be open to criticism. Maybe here in the USA, we overpraise the physicians and put them on a pedestal? Maybe that leads to callousness on their part?
- Reviewed in the United States on April 19, 2023I wish the book had all the services and doctors in it!’
Top reviews from other countries
- QJohnReviewed in the United Kingdom on July 28, 2017
4.0 out of 5 stars Mutual respect as well as an innovation and quality improvement system; not the palce for details of the VMPS
Interesting account of the leadership involved in developing and implementing the VMPS with a welcome emphasis on the importance of involving the people at the clinical workface and of mutual respect between all types and grades of staff. Not the place to look if you want a detailed account of the VMPS.