Introduction The purpose of this project was to study the implementation, spread, and sustainability of based redesigns in primary care departments at the Palo Alto Medical Foundation (PAMF). The objectives of this project were to: Study the scaling and sustainability of Lean redesigns as an organizationwide initiative, with a particular focus on analyzing contextual factors affecting the success of implementation efforts. Develop and disseminate knowledge and lessons learned about what factors affect the scale-up and sustainability of Lean across the organization. The research team consisted of researchers from the Palo Alto Medical Foundation Research Institute (PAMFRI) (Dorothy Hung, Ph.D., M.A., M.P.H., Principal Investigator; Harold Luft, Ph.D.; Caroline Gray, Ph.D.; Su-Ying Liang, Ph.D.; and Meghan Martinez, M.P.H.) and Kaiser Permanente Northern California Division of Research (Julie Schmittdiel, Ph.D., Principal Investigator; and Deanne Wiley). PAMFRI researchers develop and publish their findings according to strict standards of scientific integrity and transparency. In addition, they share their findings with PAMF leaders, staff, and managers. These findings can be used to inform organizational improvement efforts. The findings reported here are on primary and secondary data sources at PAMF, including: Nearly 200 indepth interviews and focus groups with organizational leaders, physicians leaders, and frontline physicians and staff; Patient, provider, and staff satisfaction surveys; Electronic medical records; Operational dashboards; Billing and financial sources; Scheduling systems; and A baseline and followup survey fielded to approximately 900 primary care physicians and nonphysician staff at PAMF. Additional details on this study beyond those presented here can be found in the peer-reviewed literature (see Appendix). Background Lean is an increasingly popular strategy to improve short-term efficiency and quality while also promising longer term system transformation., While views vary widely as to what constitutes Lean in health care, it is as a process improvement approach focusing on three typically “used main areas: Defining value from the patient point of view, Mapping value streams (i.e., step-by-step delivery of services), and Eliminating waste in an attempt to create continuous flow.”
Introduction The purpose of this project was to study the implementation, spread, and sustainability of redesigns in primary care departments at the Palo Alto Medical Foundation (PAMF). The objectives of this project were to: Study the scaling and sustainability of Lean redesigns as an organizationwide initiative, with a particular focus on analyzing contextual factors affecting the success of implementation efforts. Develop and disseminate knowledge and lessons learned about what factors affect the scale-up and sustainability of Lean across the organization. The research team consisted of researchers from the Palo Alto Medical Foundation Research Institute (PAMFRI) (Dorothy Hung, Ph.D., M.A., M.P.H., Principal Investigator; Harold Luft, Ph.D.; Caroline Gray, Ph.D.; Su-Ying Liang, Ph.D.; and Meghan Martinez, M.P.H.) and Kaiser Permanente Northern California Division of Research (Julie Schmittdiel, Ph.D., Principal Investigator; and Deanne Wiley). PAMFRI researchers develop and publish their findings according to strict standards of scientific integrity and transparency. In addition, they share their findings with PAMF leaders, staff, and managers. These findings can be used to inform organizational improvement efforts. The findings reported here are based on primary and secondary data sources at PAMF, including: Nearly 200 indepth interviews and focus groups with organizational leaders, physicians leaders, and frontline physicians and staff; Patient, provider, and staff satisfaction surveys; Electronic medical records; Operational dashboards; Billing and financial sources; Scheduling systems; and A baseline and followup survey fielded to approximately 900 primary care physicians and nonphysician staff at PAMF. Additional details on this study beyond those presented here can be found in the peer-reviewed literature (see Appendix). Background Lean is an increasingly popular strategy to improve short-term efficiency and quality while also promising longer term system transformation., While views vary widely as to what constitutes Lean in health care, it is typically “used as a process improvement approach focusing on three main areas: Defining value from the patient point of view, Mapping value streams (i.e., step-by-step delivery of services), and Eliminating waste in an attempt to create continuous flow.”
execsumm-lean-redesign.docx