Virginia Mason Medical Center Case Study Essay

1875 Words Jun 1st, 2014 8 Pages
Virginia Mason Medical Center
Case study

Question 1
How could TPS be used to solve the problems that Kaplan was facing at VMMC?
VMMC was facing several critical issues when Kaplan assumed leadership of the organization: * High number of competitors in same geographic area * Lost substantial amount of money for the first time * Low morale among staff
While Kaplan had implemented some changes to cut costs, he really needed to identify systematic ways to improve the quality of service and differentiate VMMC from its competitors. This is where TPS would prove valuable. Instead of being just another approach by management to create a more cost effective organization, TPS focuses on creating a culture of teamwork with the
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However, the TQM process simply reinforced the old structure: it was still top down, focused on preventing errors, and focused on procedures (or processes). Ultimately this approach proved ineffective and the VMMC implemented the TPS approach in its place. Because the TPS changed the focus to the customer, it therefore forced collaboration. Which results in the following model:

As you can see, there is a vast difference between the service triangle and the old model where customers were peripheral to the physicians.

Question 2
How does the VMPS compare to TPS?

(A)Comparing with TPS, the key elements of VMPS are different
The TPS was introduced at Toyota, Japan in 1950. The key elements of TPS are the following pillars— 1. When a work discovered a problem he could not fix he can call the cord to ask a supervisor to join the problem solving, which is considering a temporary fix but not a permanent one. 2. Continuous incremental improvements 3. Flow emphasized—Everything flowed with pre-specified paths and specific persons or machines.

The VMPS key elements are 1. Value-streaming mapping 2. RPIW—Rapid process improvement workshop 3. 5S—Sort, Simplify, Sweep, Standardize, Self-Discipline 4. 3P—Production, Preparation, Process 5. Everyday Lean 6. PSA—Patient safety alert system 7. Bundles—collection of

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