Management on the Mend, by John Toussaint, MD
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Management on the Mend, by John Toussaint, MD
Best Ebook Management on the Mend, by John Toussaint, MD
Five years after his debut book, On the Mend, showed how a large, cradle-to-grave health system revolutionized the way care is delivered, Dr. John Toussaint returns with news for healthcare leaders. There is a clear framework for success for such a transformation. And senior leaders need to be far more intimately involved.
While studying and assisting hundreds of organizations transitioning to lean healthcare, Dr. Toussaint witnessed many flaws and triumphs. Those organizations that win creating better value for patients while removing waste in the system have senior managers that lead by example at the frontline of care. The best health systems have also discovered ways to engage everyone in solving problems and embracing change.
Management on the Mend is the result of years of investigations by Dr. Toussaint of dozens of healthcare organizations around the world. Using their collective experiences, he has built a model for lean transformations that work. This book describes the model, step by step, through people in 11 organizations who are doing the work. It is the story of many journeys and one conclusion: lean healthcare is not only possible, it is necessary.
As senior leaders look ahead to a future that includes radical changes that include population health management, the healthcare payment system, and patient expectations, everyone knows that health systems must be agile to survive. In order to thrive, they must be able to continuously improve. Here is the roadmap for that future.
Management on the Mend, by John Toussaint, MD - Amazon Sales Rank: #115184 in Books
- Published on: 2015-06-01
- Original language: English
- Dimensions: 9.25" h x 6.25" w x 1.00" l,
- Binding: Hardcover
- 205 pages
Management on the Mend, by John Toussaint, MD Review Management on the Mend is a supremely well-written, fast-moving, example-filled guide to transforming healthcare organizations. But the truth is the book should be required reading for any executive trying to radically improve the way his or her company operates. John Toussaint s lessons are so cogent and so powerful they transcend any one field. --Rick Wartzman, Executive Director of the Drucker Institute and Fortune columnistManagement on the Mend is a playbook for healthcare leaders seeking to transform their organizations. Drawing on the experiences of the most successful healthcare transformations to date, the book describes the how s and whys of the decisions required to achieve transformation. More important, it provides options that have been shown to work under different circumstances. A must- read for healthcare leaders concerned with delivering value based on cost, safety, and patient experience. --Peter Ward, Richard M. Ross Chair in Management, Ohio State UniversityDr. Toussaint is a frontier leader for those who aspire to achieve habitual excellence in health and medical care. Learning from his experience can shorten your own journey. --Paul O Neill, 72nd United States Secretary of the Treasury
About the Author John Toussaint, MD, has been a student of lean healthcare for more than 15 years. Management on the Mend is his third book on the subject. Both previous books were awarded the Shingo Research and Professional Publication Award. He has authored numerous articles showcasing the work of the Healthcare Value Network organizations.
His many roles have included CEO of ThedaCare and founding chairman of the Wisconsin Health Information Organization and of the Wisconsin Collaborative for Healthcare Quality.
His current role is CEO of the ThedaCare Center for Healthcare Value. Dr. Toussaint has coauthored articles for the Institute of Medicine on the subjects of quality and efficiency in healthcare. His work has been featured in the Wall Street Journal, Harvard Business Review, and Health Affairs.
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1 of 1 people found the following review helpful. Great read of a most important journey to excellence in healthcare. By J. Wright John does a great job with his follow-up book to "On the Mend." Not only is it easy to read, it outlines a leadership guide to making it work in healthcare. This is not a tools book but a management system and learning journey that is meaningful and well-supported with actual examples of success and failure. A good number of us know that for a lean journey to be successful, leadership must not only support but embrace the principles of lean thinking. John gives us that perspective in full. I highly recommend this book for healthcare leaders and leader of their own organizations journey to excellence.
0 of 0 people found the following review helpful. The Right Way to Improve Healthcare By Chet Marchwinski 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. While once reluctant to prescribe a best way to lean healthcare, Toussaint and the scores of leaders around the world whom he has visited, have found -- through trial and error -- a model that works, which he lays out for executives.The first part of the model is, as he writes, “a revolution in six steps.” Basically they are: lay the foundation, build a model cell, establish the value and principles that will guide the transformation, create a central improvement office, redesign the frontline management system, and spread the work throughout the system.The second part is realign the organization’s policies and practices in human resources, finance, and information technology to support the change effort.This path goes beyond the plan he offered in his 2010 book, On the Mend, which described how ThedaCare changed the bedside healthcare delivery system to dramatically improve quality and costs. In his new book, Toussaint focuses on how to change the management system and ultimately the entire organization in order to sustain gains and continuous improve healthcare systems.As he fills in the details of the model, Toussaint draws helpful examples and insights from leaders in 11 lean healthcare organizations to show that there are different ways to follow the prescribed path. For example, he describes two approaches to forming a central improvement team.MemorialCare in Southern California followed the “training wheels” approach of using an outside consultant to guide the team until it could pedal on its own. For the “inside expert” method, Toussaint describes how HealthEast in St. Paul, MN, hired an experienced lean leader to build the improvement team from within.He also describes the dos, don’ts, and maybes of two different approaches to creating a model cell through the experiences of James Hereford, now chief operating officer at Stanford University Hospital and Clinics, who used both methods in previous positions. The book is filled with such practical examples. The final chapters prepare executives for how to get started and to deal with the three biggest obstacles they’ll face during the change process.At a time when the one thing healthcare experts seem to agree upon is that we can’t operate the way we do today, Management on the Mend: The Healthcare Executive Guide to System TransformationManagement on the Mend provides healthcare executives – and leaders outside healthcare – a proven, step-by-step better way. (Note: I received a review copy of the book from the ThedaCare Center for HealthCare Value, the healthcare partner of the Lean Enterprise Institute, where I work. Learn more about the ThedaCare Center at http://createvalue.org/ )
0 of 0 people found the following review helpful. I have recommended this book to higher leadership as something to consider By Northwoods Doc This is one of the most refreshing books I've read in a long time. I've learned quite a bit about Lean and championed many changes within our department over the past 7 years that have come to fruition due to a department leader who manages according to the principles outlined in this book, encouraging all members of the department to come up with and try out ideas, from MAs and RNs to support staff to docs, doing whatever she can to make them work.Our larger organization is in need of revitalized leadership or faces the imminent loss of many physicians and advanced practice clinicians. I have recommended this book to higher leadership as something to consider, especially given that Theda Care is one of our competitors within at least some of our regional markets, so not a foreign entity. I worked at a Theda Care clinic in 2003 during medical school, and even before these changes, the care delivery was pretty good compared with some other places I'd seen, so I'd love to see how things are different there now.However, having done much research and had education on integrative care models such as COMPASS and IMPACT and TEAMcare, I'd love even more to see how implementing the ideas for management and leadership in this book could change the care we deliver in our own rural medical group as a whole, as I have seen it work in our department. This book is a beacon of hope in difficult times for medicine.
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