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Virginia Mason Medical Center (Abridged)
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Virginia Mason Medical Center (Abridged)
By: Richard Bohmer
In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history,…
- Length: 14 page(s)
- Publication Date: Jun 2, 2010
- Discipline: Operations Management
- Product #: 610055-PDF-ENG
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In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent. Within his first few months, Kaplan had rallied the organization around a new strategic direction: to become the quality leader in health care. What Kaplan and his administrators lacked was an effective tool to execute their strategy. Soon thereafter, a series of serendipitous events led to the discovery of the Toyota production system, and the Virginia Mason Medical Center became entrenched in an overwhelming challenge: how to institute a production model in health care.
Jun 2, 2010 (Revised: Jun 7, 2010)
Discipline:
Operations Management
Geographies:
United States, Virginia, Washington
Industries:
Hospitals and hospital management
Harvard Business School
610055-PDF-ENG
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Product details
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VIDEO
COMMENTS
The following case study provides an overview of initiatives that support well-being and reduce burnout in clinicians who work at the Virginia Mason Kirkland Medical Center (Kirkland Medical Center).
In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition.
Case Study: Future-Proofing Health Care Delivery and Facility Design. The goal: Disrupt the status quo to better serve the community. For many years, Virginia Mason Bainbridge Island Regional Medical Center has been a familiar and trusted member of the community.
This case study highlights key features of Kirkland Medical Center’s management approach that have led to improved rates of employee satisfaction, engagement, and overall well-being. Two pillars play a central role in improving well-being: (1) workflow optimization and (2) a culture of collegiality, respect, and innovation.
When did Virginia Mason adopt VMPS? In 2000, Virginia Mason began looking for a management method that placed quality and safety as the highest priori-ties. It fully adopted VMPS by June 2002 and since then has been setting patient-care quality standards for the health care industry. VMPS is a daily part of work at Virginia Mason and is
Virginia Mason Production System. In 2002, Virginia Mason embarked on an ambitious, system-wide program to change the way it delivers health care and in the process, improve patient safety and quality.
Pulsara Case Study: Virginia Mason Medical Center. 22% DECREASE IN TIME-TO-TREATMENT. How one hospital system is using mobile technology to improve patient care in Seatle. Learn how Virginia Mason Medical Center is transforming commu-nication and care coordination with stroke teams. BACKGROUND.
Abstract. In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: it was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent.
Main Case. Classic. Virginia Mason Medical Center (Abridged) By: Richard Bohmer. In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history,… Length: 14 page (s) Publication Date: Jun 2, 2010.
In 2000, Dr Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges. It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition.