Re-Engineering Healthcare

In early December, 2010 I was contacted by Mr. Stephen will Hendra Agency in New York, New York. Lord said he read one of my articles about on-line Lean Healthcare.Hendra Agency represents Jim Champy, coauthor of Reengineering Health Manifesto for Rethinking significant delivery of health care. suggested that the Lord will I talk with Mr. Champy, it seemed that many of the same interests. I agreed and 5 January Mr. Champy and I discussed our mutual concerns about health care. Here are some excerpts from that discussion, as well as an overview of some material in his book.

21 December 2010 Laura Landro, health columnist for Wall Street Journal, , recommended Reengineering health care written by Jim Champy and Harry Greenspun, MD as one of two must-reads for healthcare executives. The second was Transforming Health Care: Virginia Mason Medical Center in Pursuit of Perfect patient experience Both books advocate with a focus on quality and safety of health care .. Both books recommended major changes in how patient care is delivered.

In my conversation with Jim Champy I asked if his approach to changing health care was similar to the Toyota Production System (Lean Healthcare), and if so, what is the difference (I found your recommended approach is very similar to the TPS when I read the book) . He stated that the approach is illustrated in the book are very similar to the TPS, but the difference is that advocated such a dramatic change in a shorter time roku.TPS can take 4 or 5 years significantly change the culture and processes in the health area. According to Mr. Champy, a gradual approach is too long due to the inefficiencies, costs and safety and quality issues burdening the health care today. He supports the reengineering of health care in a much shorter timeframe.

Mr. Champy in our discussion, in his book argues that physicians lead the change in the health center. In order to meet the time frame he stands for change must be directed to clinicians and senior managers. One of the early chapters of the book illustrates this approach detailing changes Zeev Neuwirth, MD, brought in his career. Dr. Neuwirth early in his career running significant changes in patient care at the Bronx Veterans Administration Hospital. He spent time there, improving the patient experience, with emphasis on communication and team building.

The second part focuses on the lifetime work of Debra Geihsler, who at different periods of VP of Mercy Health System of Wisconsin, Chairman of the Independent Medical Group in Illinois, and CEO of Atrius Health in Boston. Ms. Geihsler focused much of her work on building the capacity of physician groups. At the mercy he helped build a unified system that provides service on many levels, just short in patients hospitalizacija.Besprijekornu integrate much better communication among multiple providers in the system, improving the quality and safety of care delivered, and significantly improve the bottom line.

Jim Champy in the comments told me that he wrote this book in the eye of readability and ease of use. There are many books that provide significant detail, charts and graphs about improving health care delivery. He wanted to avoid too technical, making the book easier to read for executives and lay people. Thus, it focuses on real stories about individuals who have made significant changes in the way care is delivered. It focuses on three main elements of change in the book of technologies, processes and people. Technology provides significant opportunities for improved communication and viewing changes on the population level, to see the progress of change. Significant changes can not happen without looking at delivery of care process . Production of these elements requires a commitment person , which have the resources to carry out changes.

Jim Champy in the comments told me that he wrote this book in the eye of readability and ease of use. There are many books that provide significant detail, charts and graphs about improving health care delivery. He wanted to avoid too technical, making the book easier to read for executives and lay people. Thus, it focuses on real stories about individuals who have made significant changes in the way care is delivered. It focuses on three main elements of change in the book of technologies, processes and people. Technology provides significant opportunities for improved communication and viewing changes on the population level, to see the progress of change. Significant changes can not happen without looking at delivery of care process . Production of these elements requires a commitment person , which have the resources to carry out changes.

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I asked Mr. Champy approaches to overcoming barriers to change. Physicians and other clinicians who are in the system for some time are often reluctant to accept change, and thus substantially impede progress. He said that such people to "come and see" the positive changes that have already occurred. In the book, he says that it is often easier to start with changes in physicians who are not in the system for too long. They are more eager to welcome the changes in the environment. Beginning with the junior doctors, who are directing the changes should achieve the significant gains, take those that are resistant and show how new ways of delivery of improved care quality and safety, and that those involved are satisfied with their achievements and efforts in making a change. resistant clinicians are usually willing to go along with the changes after seeing the positive outcomes. After all, says Mr. Champy, most doctors and clinicians really want to deliver highly effective care to their patients, but I do not understand how to make the changes necessary to deliver better care.

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I asked Mr. Champy what additional chapter would like to add that the book, if he could. He said he would like to add some additional focus on the continuum of care, as advocated by Debra Geihsler.Medicinsku care received by the coordinates of its primary health care. He feels much better to receive care is not fragmented, but is under the supervision of his personal physician. He believes that the best care based on the Patient-centered medical home model.

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