Table of contents for Improving healthcare using Toyota lean production methods : 46 steps for improvement / Robert Chalice.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.

Part I_U.S. Healthcare System Problems and Solutions
Chapter 1_U.S. Healthcare System Problems
Rising Health Insurance Premiums
Why Double-Digit Health Insurance Increases?
46.6 Million Americans (Almost 1 in 6) Are Without Health Insurance
Motivating Healthcare Providers to Reduce Cost and Improve Quality
Waste in Healthcare
Excess Healthcare Administrative and Overhead Costs
Excess Insurance Company Administrative and Overhead Costs
U.S. Health Expenditures Are a Growing Percentage of GDP
U.S. Spends Twice as Much on Healthcare But Ranks 37th in Health System Performance
Quality Problems in U.S. Healthcare
Failure of Continuous Quality Improvement and Total Quality Management
Redesigning the U.S. Healthcare System
Chapter 2_Respect for Employees
Part II_Reduce Healthcare Cost and Improve Quality by Using Toyota Lean Production Methods
Chapter 3_46 Steps to Improve Cost and Quality in the U.S. Healthcare System
Step 1_Define Value from the Perspective of the Patient (Customer)
Step 2_Map the Patient's Value Stream
Step 3_Walk Through All Your Core Processes, and Observe How They Work in Detail
Step 4_Implement Toyota-Style Lean Production Methods
Step 5_Train Administrators, Managers, and Supervisors to Be Lean Leaders
Step 6_Provide Empathetic "Change Management" to Ease the Transition to Lean
Step 7_Change "Quality Improvement Department" to "Quality and Cost Improvement Department"
Step 8_Change the Name "Quality Improvement Manual" to "Quality and Cost Improvement Manual"
Step 9_Educate Every Employee about the Basic Strategic Plan of the Organization
Step 10_Establish an Improvement Plan with Goals to Be Accomplished by Specific People and Dates
Step 11_Implement a Simple Scorecard for the Entire Healthcare Organization
Step 12_Use a Simple Scorecard to Monitor Each Department
Step 13_The Board of Directors Initiates Selected Strategic Quality and Cost Improvement Goals
Step 14_Publish an Annual Quality Report for Simultaneous Review with the Annual Financial Report
Step 15_Create a Rapid Improvement Team to Make Quick Cost and Quality Improvements
Step 16_Encourage RIT Members to Implement Toyota-Style Work Teams
Step 17_Implement Rapid Improvement Circles of Employees
Step 18_Implement a Permanent Organizational Structure for Quality and Cost Improvement
Step 19_Set a Goal for Each RIC Member to Produce One to Five New Suggestions per Month
Step 20_Have a Clear Reward and Recognition Program, and Communicate Negative Consequences
Step 21_Adopt and Teach Continuous Improvement to as Many People as Possible in the Organization
Step 22_The Rapid Improvement Team Quickly Implements a 5S Program
Step 23_Identify Unnecessary Items Using Red Tags
Step 24_Promote Visual Control Throughout the Workplace and Organization
Step 25_Eliminate All Forms of Waste
Step 26_Reduce Specific Examples of Potential Waste
Step 27_Sequence Work and Standardize It
Step 28_Eliminate Bottlenecks to Improve Continuous Flow
Step 29_Document All Important Processes in the Organization or Department
Step 30_Implement and Maintain Continuous Improvement
Step 31_Consider Radical Improvement Where Appropriate
Step 32_Videotape Each Step of Entire Work Processes
Step 33_Use Flowcharts to Improve Core Processes
Step 34_Use Spaghetti Diagrams to Trace the Path of a Patient, Employee, or Product
Step 35_Measure Process Cycle Times
Step 36_Implement Quick Changeovers Within a Process
Step 37_Lean Complements Nursing Care Delivery Models
Step 38_Challenge and Work with your Extended Network of Suppliers and Partners
Step 39_Automate Processes to Further Improve Quality and Cost
Step 40_Learn from Benchmark Nonhealthcare Organizations
Step 41_Learn from Other Benchmark Healthcare Organizations
Step 42_Learn from the Institute for Healthcare Improvement
Step 43_Hold on to the Gains You've Achieved
Step 44_Reduce Administrative Overhead Costs
Step 45_Avoid Insurance Company Overhead Costs
Step 46_Take a Total Systems View of Healthcare for Lean Improvement
Chapter 4_A Capsule Summary of a Lean Toyota-like Production System for Healthcare
Chapter 5_A Short To-Do List to Nationally Improve U.S. Healthcare Cost and Quality
Appendix A_Automaker Benchmarks
Appendix B_Seattle Children's Hospital Improvement Example
Appendix C_5-S Catches on at the VA Pittsburgh Health System
Appendix D_Error-free Pathology: Applying Lean Production Methods to Anatomic Pathology at the University of Pittsburgh Shadyside Hospital
Appendix E_Going Lean in Healthcare
Appendix F_Creating Lean Healthcare
Appendix G_Fixing Healthcare from the Inside, Today
Appendix H_Lean and Healthy
Appendix I	No Satisfaction at Toyota: What Drives Toyota? The Presumption of Imperfection-and a Distinctly American Refusal to Accept It

Library of Congress Subject Headings for this publication:

Toyota Jidêaosha Kabushiki Kaisha.
Medical care -- Cost control.
Medical care -- Quality control.
Medical care -- Cost effectiveness.
Production management.
Production control.
Health Care Costs -- United States.
Cost Control -- methods -- United States.
Health Care Reform -- economics -- United States.
Quality of Health Care -- economics -- United States.