Professional Documents
Culture Documents
Closing Case Chapter 4: Angela Burnham
Closing Case Chapter 4: Angela Burnham
Angela Burnham
1. What do you think were the underlying reasons for the performance problems that
I think the underlying reasons for the performance problems that Virginia Mason Hospital
was encountering in the early 2000s was inefficiency with the processes that were used to
process patients, refer patients, and hold inventory. Virginia Mason had too many go between
people that were used in the processes for patient treatment and referrals, by cutting out the
middle men they were able to efficiently process and treat patients in a timelier manner and with
higher patient satisfaction. Virginia Mason was also inefficiently holding their inventory
including an overstock of materials that would be mixed in with items that were used daily. By
separating these items from those that were necessary they were able to cut costs and time.
2. Which of the four building blocks of competitive advantage did lean production
The building block of competitive advantage that lean techniques helped improve at
Virginia Mason would be efficiency and quality as excellence and reliability. By introducing lean
production into Virginia Mason Kaplan managed to bring a more efficient process to the hospital.
Lean production is about using the least amount of resources necessary in order to maximize the
productivity of the company or institution. Kaplan was able to cut costs and time, making the
processes of treating and referring patients more efficient overall to the hospital. Because of
Kaplan’s ability to increase efficiency he increased the overall quality through excellence and
reliability. Having processes that were shorter and provided patients with faster and more
3. What do you think was the key to the apparently successful implementation of lean
I feel the key to the apparently successful implementation of lean production techniques
at Virginia Mason was the inclusion of the staff members of the hospital. By including the
doctors in changing the processes that are used and teaching them lean production techniques
they will be able to recognize other aspects of their jobs that may need to be changed along the
way. I believe the saying goes, “Give a man a fish and he’ll eat for a day. Teach a man to fish and
he’ll eat for a lifetime.” The same concept applies here: If the doctors and other employees are
shown the best way to utilize lean production within the hospital they will be able to constantly
recognize any things that may need to be changed along the way.
4. Lean production was developed at a manufacturing firm, Toyota, yet it is being applied
in this case at a hospital. What does that tell you about the nature of the lean production
Lean production being applicable to Virginia Mason Hospital despite the fact that it was
developed in Toyota, a production plant, shows how diverse the technique is. Even though the
techniques were developed within the setting of a production plant, Toyota made sure that there
techniques could be used inter-industrially. This means that though the techniques were
originally designed elsewhere industrial wise they can be used for such industries as hospitals