Hardcover: 205 pages
Publisher: ThedaCare Center for Healthcare Value; First edition (June 1, 2015)
Language: English
ISBN-10: 0984884858
ISBN-13: 978-0984884858
Product Dimensions: 1 x 6.2 x 9.2 inches
Shipping Weight: 1.6 pounds (View shipping rates and policies)
Average Customer Review: 5.0 out of 5 stars See all reviews (10 customer reviews)
Best Sellers Rank: #63,954 in Books (See Top 100 in Books) #29 in Books > Textbooks > Medicine & Health Sciences > Administration & Policy > Hospital Administration & Care #43 in Books > Medical Books > Administration & Medicine Economics > Hospital Administration
Since he stepped down as CEO of ThedaCare nearly seven years ago, John Toussaint, MD, has been making house calls on a global scale.Toussaint, who launched and led a continuing lean transformation at ThedaCare, a major Wisconsin health system, has been in demand around the world by healthcare executives and doctors trying to do the same -- trim costs while improving patient safety and care. He estimates that he has logged more than 145 such visits in 15 countries, and continues to do two or three per month. Not satisfied to just lecture, Toussaint says a house call always includes a “substantive” visit to where care is delivered so he can observe and ask questions.Toussaint reports what he is seeing and hearing in his latest book, Management on the Mend. He has good news and bad.The bad news is that many continuous improvement efforts in healthcare are ailing. Earnest clinicians and administrators make improvements every week, but struggle to sustain them. Consequently, “the essential transformation of the organization is not happening,” writes Toussaint, now CEO of the ThedaCare Center for Healthcare Value.The primary reason is that leaders fail to understand the enormity of the change required, including their own behaviors. Lean healthcare is not an improvement program but “an operating system within a management system that requires a complete cultural transformation.” Too often senior leaders delegate the job of lean culture change while continuing to practice the same old command-and-control methods and behaviors. It’s the organizational equivalent of trying to get fit by hiring a personal trainer while remaining on a diet of steaks and shakes.The good news is that Toussaint has a cure.
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