Culture of Continuous Improvement—commitment to ongoing, real-time learning
CASE Lean Improvement Efforts at Denver Health
In order to reduce waste from the customer perspective, and to build respect for people and continuous improvement into its operations, in 2005, Denver Health adopted Lean—a strategy for reducing waste and improving continuously—as the philosophy and toolset to use in redesigning care. Denver Health utilized a two-pronged approach to implement Lean: (1) organizational leaders (Black Belts) trained in Lean used Lean in their day-to-day work to identify and eliminate waste and (2) week-long rapid-improvement events were derived from 16 areas of focus or “value streams.” The areas of focus spanned the entire integrated system of care, from paramedics to obstetrics and from back-office functions to clinical care.
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