Are there parallels between medicine and organizations when we look at the tension between heroism and the sometimes boring work of preventing problems and improving things? I comment on an article by Dr. Atul Gawande…
My guests for Episode #270 of the podcast are two physicians: Paul DeChant, MD and Diane Shannon, MD. They are co-authors of the recently-released book Preventing Physician Burnout: Curing the Chaos and Returning Joy to the Practice of Medicine.
This article caught my eye recently:
Doctors usually think bigger hospitals offer better surgery. Turns out, we’re wrong.
This article caught my eye recently: For Every Hour With Patients, Doctors Spend Two Record-Keeping (via Forbes)
I was happy to see this announcement the other day:
From the announcement:
“UC San Francisco will train medical residents and fellows in Lean management principles, as part of a broader institutional commitment to continuous quality improvement. The effort is being supported in part with a grant from the Accreditation Council for Graduate Medical Education (ACGME) through its Pursuing Excellence in Clinical Learning Environments initiative. UCSF was one of eight medical training sites nationally to receive the competitive grant.”
You might remember the hubbub (a kerfuffle?) over the NEJM opinion piece written by Dr. Jerome Groopman and Dr. Pamela Hartzband. See my first post about their article. There are more links at the bottom of this post
However, administrators will not disclose the actual number of safety events that occur at the hospital. According to Apkon, going public with error rates could backfire by making various departments look bad. Even if the hospital could provide context for the error rates, public reporting could deter employees from reporting mistakes. “It’s a tough balance,” he said.Recently, Chris Jerry, a friend in the patient safety movement told me that he was going to be interviewed on a Fox News Channel program about medical errors. You can read or listen (here and here) to my podcasts with him, where he talks about the sad case of his daughter’s death, his reaction, and the Emily Jerry Foundation.
Mark’s note: When I first started in healthcare, I worked for a team called ValuMetrix Services, a part of Johnson & Johnson that did consulting for labs and healthcare organizations. During that time, I got to work with Tony Milian. While I came from manufacturing outside of J&J, Tony had moved over from other parts of J&J. It’s been great to re-connect with him recently, to learn more about his consulting that’s focused on eye clinics and other clinic settings. What he wrote, originally part of his email newsletter, applies to all sorts of medical office settings. Visit Tony’s firm’s website and their blog.
For those of you who have been around Lean healthcare for a while, I hope you’ve met or at least heard of Dr. Jack Billi from the University of Michigan. He’s currently the Associate VP of Medical Affairs and he’s been a champion of Lean for a long time.
I’m sure my guest for episode #245 would agree with that. He is Tom Evans, MD, FAAFP, the President and CEO of the Iowa Healthcare Collaborative. I’ve know Dr. Evans for many years, but was prompted to do the podcast by this editorial he wrote in the Des Moines Register: “Iowa hospitals succeed at keeping patients safe.”
A few weeks back, a number of you sent me this article from the New York Times:
The article describes a physician who is trying to take the amount of time – the right amount of time – that he thinks is required to get a proper diagnosis for the patient. Does taking longer, reducing his short-term productivity, end up improving care and reducing costs over the long term? That’s hard to know for sure, but it makes sense.
Today, I'm sharing a link to some free "Lean 101" material that the AMA has created for physicians. I'm not sure when this initiative launched, but I just learned about it... the AMA is offering some online education about Lean in healthcare...
Today's guest is Eric Dickson,MD, MHCM, FACEP, the president and CEO of UMass Medical Center. Today's podcast is a recording of an interview that I did on stage at the 2015 Lean Healthcare Transformation Summit, as part of the CEO panel I was moderating.
Bob serves as President, Chief Operating Officer and Chief Medical Officer for the system and was formerly CEO of Scott & White Health before their merger with Baylor Health Care System. Steve is the Chief of Operations Excellence for the system.
A collection of creative videos was recently brought to my attention and I’d like to share them here. They are created by Dr. Mark Harrison (@leanpsychiatry), a psychiatrist for an NHS Trust. He created the videos by taking photos of LEGO creations and adding voiceover. It’s amazing that we all have the technology required to do this, between basic laptops and phones. It’s great to see the creativity that results.
Thanks to my friends in the Michigan Quality System group, the internal Lean group at the University of Michigan Health System.
Before I head out on vacation, here is a reader question that I am sharing for your input.I’m sharing this with permission and I’m obscuring a few details at their request.
Please read and leave a comment below the post. My approval of comments might be a bit slow after Tuesday evening as I start to travel.