CEO’s Lean Vision for Stanford Hospital

Today’s post is a link to a great interview with Amir Dan Rubin, the CEO of Stanford ┬áHospital & Clinics. I met Amir a few years ago when he was COO of UCLA Medical Center and they were an early member of the Healthcare Value Network.

How does he view his role as CEO? How can Lean help support their goal of “healing humanity one patient at a time?”

Here at Stanford we use the “Lean” process improvement approach or methodology. It derives from the Toyota Production System. It engages people to improve their performance and the performance of the hospital. You look at the hospital processes and identify which area is adding value, which area is delivering great value and which area is a waste of time. The Lean Process follows the idea that by systematically and continuously improving processes, and by engaging the team, we can develop an organization that is focused, every day, on being better than it was before.

Read the whole interview at Becker’s Hospital Review.

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Mark Graban's passion is creating a better, safer, more cost effective healthcare system for patients and better workplaces for all. Mark is a consultant, author, and speaker in the "Lean healthcare" methodology. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. His most recent project is an eBook titled Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also the VP of Improvement & Innovation Services for the technology company KaiNexus.

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