In 2000, Dr. Gary Kaplan became CEO of Virginia Mason Medical Center in Seattle, Washington. The hospital was facing major challenges: It was losing money for the first time in its history had the morale of the staff decreased, and the hospitals presented ardent competition. Significant change was imminent. During his first months Kaplan, the organization had collected a new strategic direction: the quality leader in health care has become. What Kaplan and his administrators lacked was … Read more »

In 2000, Dr. Gary Kaplan became CEO of Virginia Mason Medical Center in Seattle, Washington. The hospital was facing major challenges: It was losing money for the first time in its history had the morale of the staff decreased, and the hospitals presented ardent competition. Significant change was imminent. During his first months Kaplan, the organization had collected a new strategic direction: the quality leader in health care has become. What Kaplan and his administrators lacked was an effective tool to execute their strategy. Soon after, a series of events led to the serendipitous discovery of the Toyota Production System and the Virginia Mason Medical Center became entrenched in an overwhelming challenge: how can a production model in healthcare initiate
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from
Richard Bohemian
Source: Harvard Business School
14 pages.
Release Date: 2 June 2010. Prod #: 610055-PDF-ENG
Virginia Mason Medical Center (shortened) HBR case solution