Final Contract Report
This report describes a construct for transforming a large
integrated health care system (Denver Health) that began with a comprehensive planning phase
and continued with management and evaluation of one component of this transformation
effort-the implementation of Lean.
Contents
Summary
Background and Purpose of the Project
Multipronged Construct for Health Care
System Transformation
Tools for Process Redesign
Creation and Coordination of Operational
and Evaluation Structure
Evaluating Impact of Implementing Lean
Tools and Creating Structure
Challenges and Lessons Learned
Intersection of the Construct's
Process Improvement Component With Other Components
Communication and Knowledge Transfer
Appendixes:
A. External Advisory Steering Committee
B. Pre- and Post-RIE Week Activities
C. Definitions of System-Level Metrics Included
in Table 4
This project was supported by the Agency for Healthcare Research and Quality under
Contract No. 290-00-0014.
Current as of September 2007
AHRQ Publication No. 07-0074-EF
Internet Citation:
Managing and Evaluating Rapid-Cycle Process Improvements as Vehicles for Hospital System Redesign. AHRQ Publication No. 07-0074-EF, September 2007. Agency for Healthcare Research and Quality, Rockville, MD. http://www.ahrq.gov/qual/rapidcycle/