| I want to start things off by saying that I come | | | | happen). Initially, everyone will feel good that they |
| to the table not only bringing a problem, but also | | | | are fixing the concerns and improving the service |
| the solution. Most of us are skeptics and are | | | | but this feeling of accomplishment will soon start |
| concerned that the money recently handed out | | | | to turn to frustration again and the money will be |
| will not be used to improve the patient care in our | | | | used up. |
| healthcare system. Even with the best intentions, | | | | - The 'Right' Choice - Focus our energies on |
| the money may get diverted to areas, which | | | | understanding the current 'systems' and |
| may have little impact on the real systemic | | | | determining how to implement a proper plan that |
| healthcare problems. As you read this article, you | | | | will create better service to the patient while |
| will discover there is a way to ensure that the | | | | making it faster and less costly - understand the |
| changes and investments of the dollars have the | | | | potential of the current system and transform it |
| desired outcome on healthcare. It only requires | | | | to maximize it's effectiveness so we don't buy |
| passion and a solid strategic plan for | | | | unnecessary equipment and assets. We need to |
| implementation. | | | | remove the existing 'waste' by following a Plan |
| Over the last few weeks, there has been a great | | | | that gives' system' improvements that will impact |
| deal of press and conversation about Canadian | | | | the patient/client. |
| Healthcare. The politicians are dividing up a pot of | | | | Lean Healthcare The Method |
| newly found money for healthcare and the public | | | | If we don't do this, then 'how do we know how |
| is wondering why the waiting lists for many of | | | | much more equipment we need, how much more |
| the critical care areas are so long. It appears the | | | | space and people we need?' By understanding our |
| healthcare system is broken down. | | | | Current State and removing the 'waste' to create |
| Growing up in Canada, the one differentiator | | | | the desired or Future State, we will be able to |
| between Canada and the rest of the world was | | | | make very effective decisions on doing what is |
| our fantastic healthcare, which served all | | | | right. We won't waste our time on doing 'point' |
| Canadians. We were the envy of all countries. | | | | improvements (we call it 'Exciting Chaos') that do |
| Today, the envy has turned to smirks and | | | | little or nothing to improve the service to the |
| sometimes laughter created by the dissatisfaction | | | | patient and has little impact on improving the |
| and frustration of the present healthcare service | | | | quality and costs. |
| that is received. | | | | Map the current state of the entire 'system' (end |
| Canadian Healthcare Facts | | | | to end including information/communication |
| I caught the end of a talk show the other day | | | | through the actual hands-on activities), identify all |
| and within the span of 20 minutes I heard some | | | | the value and non-value activities, determine the |
| astounding healthcare facts: | | | | present Turnaround Times TAT, determine the |
| - Canadians in the Ottawa and Regina area can | | | | present costs and quality issues. Once that is |
| wait between 50 and 70 weeks for an MRI | | | | complete (takes normally a day), then design a |
| - Doctors who work in hospitals make on average | | | | Future State (6 months out) which removes the |
| only $95, 000 per year | | | | pure waste in the system (takes a day or two), |
| - Midwives make 4 times as much as | | | | develop and detailed Implementation Plan (two |
| Obstetricians when delivering a baby | | | | days max) that outlines the tools, the people and |
| - A cook in a hospital makes approximately 50% | | | | the sequence of events to remove the waste |
| more than a cook in the private industry | | | | for the entire system. |
| The number of healthcare administrators making | | | | Lean Healthcare Results |
| more than $100,000 per year has tripled since | | | | This Plan will tell us where we need to spend the |
| 1996 | | | | $$ and effort and will maximize the impact to the |
| » There are 55,000 administrators in | | | | patient and the budgets of the organizations. |
| healthcare - more than the number of actual | | | | Then, and only then, will we be able to accurately |
| healthcare providers | | | | determine what equipment purchases and building |
| Lean Healthcare Potential Solutions | | | | requirements are needed. Then execute the |
| If these facts are even partially correct then I | | | | Implementation Plan and get immediate results. |
| must agree the 'system' is either broke or on the | | | | Without an Implementation Plan the moneys will |
| verge of breaking. | | | | be wasted and just mask the problems so that |
| As with any problem there are several options: | | | | we have to go after even more $$ n the coming |
| - Do nothing - doing nothing is just not an option | | | | years. The results we have experienced are |
| for any of us | | | | greater than 50% improvement (within 6 months) |
| - Privatize parts or all of the system - | | | | using the existing assets. |
| privatization may be the answer if the current | | | | Note: We are working with a world-renowned |
| environment can't be fixed or parts can't be fixed. | | | | healthcare provider and hospital in the U.S. and |
| This option brings in emotional as well as practical | | | | their waiting list for an MRI is 2 to 5 days and |
| issues and challenges. Most Canadians expect | | | | they want to get better. |
| equal access to all levels of medical treatment and | | | | It is a simple process. The politicians have done |
| the amount of money in your bank account | | | | their job of dividing up the money, so let's not |
| should not be the main factor in determining who | | | | waste this opportunity to make everyone of |
| gets treatment and who doesn't. | | | | those dollars have the desired impact and result in |
| - Pour a ton of money into all areas to | | | | 'doing more with less and doing it faster and |
| compensate for the present problems - point | | | | better'! |
| improvements - pouring money into parts of a | | | | Let's choose the best option and become the |
| broken system without a proper understanding of | | | | envy of the world again and more importantly |
| the entire system and the interconnectivity of | | | | start saving more lives! It's our choice to make, |
| each part will only sub-optimize the results and | | | | let's not throw the opportunity away. |
| more than likely hide the problems. And while we | | | | Remember in order to get a better result; we |
| are hiding the problems they will of course get | | | | have to stop doing the same things we did that |
| worse and be tougher to solve down the road | | | | got us in this predicament in the first place! |
| when they surface again (which will definitely | | | | |