Lean Tools for Service Business Model Innovation in Healthcare

Abstract

In this chapter, we describe lessons learned from a number of lean process improvement projects we have implemented at the University of Virginia Health System (UVAHS). Working at multiple levels, facilities, and geographic locations has enabled us to become familiar with the organization’s vast range of goals, initiatives, and needs. Lean project locations have included a remote clinic, the departments of medicine and radiology, and the advanced microscopy core facility. Other efforts have included the clinical research process; instructional support, billing and payroll processes; hiring, credentialing and onboarding processes; and high-level budgeting and planning. The chapter describes common themes and principles for successful lean transformations in health care operations. Most of these begin with a value stream analysis of a process whose value has never been evaluated across organizational or departmental (silo) boundaries or for which embracing continuous improvement as a way of life has never been seriously attempted. The emphasis is on implementation challenges.