Gary Kaplan's Journey to Becoming the Best Doctor - Essay Sample

Introduction

It's every doctor's dream to be the best in what they do. It comes with a lot of dedication, passion, and hard work, which every doctor on this planet must have if he/she has to be successful. Since medicine is much more different from other careers, doctors must stay alert on the changing environment, diseases, patient attitudes, among other issues. Gary Kaplan, too, had this dream of becoming the best when he took over the management of Virginia Mason Medical Center (VMMC). He took over at a time when the medical center was at its all-time low. The center was for the first time losing finances since it was founded, stiff and unbearable competition from neighboring medical centers and staff morale was significantly going down.

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After taking over as the new CEO of VMMC, Dr. Gary Kaplan had a huge challenge of trying to keep a sinking ship afloat. The medical center was losing huge amounts of money, and something needed to be done. Several issues, like the strategies and approaches, employed needed to be reviewed, the electoral process to top management, also needed a checkup, and staff affairs needed to be made a priority.

Since the facility's foundation in the early 90s, it's aim was to provide the best patient care possible by working as a team with and seeking the best to join the mission. This is what Kaplan wanted to revive the moment he took over. He wanted to create an environment where every staff, from top management to the laboratory staff, would come and work together as a team. Kaplan's new plan was to use a management model used in manufacturing meant to reduce and waste in production and focus solely on what's important. The aim was to costs that are not beneficial to the consumers and focus on their well-being and quality service.

How Does the Toyota Production System Fit Into His StrategyToyota Production Strategy was Kaplan's idea of turning VMMC around. The medical center had started trimming costs before his reign in response to the financial challenges. This was the first step towards a successful future. This is because, when Toyota was faced with post-world war II challenges, they adopted a new strategy of cutting costs. The company was forced to reduce costs and at the same time, meet customer needs of high-quality products. This strategy fitted VMMC in many ways since they were in the same crisis.

Principles of TPS

The principles of TPS are the drivers of the whole strategy, and Kaplan was willing to do whatever it takes. Staff members were responsible for identifying wasteful processes that added no value to the patients. This would save the center a considerable amount of money and time.

The standard work process, which eliminates nonvalue adding activities, fits directly into Kaplan's strategy. The center needed to start making profits, or it would sink. Cutting costs would mean laying off some staff, but Kaplan opted for a no-layoff strategy. Instead of laying off surplus staff, he instead deployed them to other areas that needed staff most.

The "People Are Not Cars" Debate

The debate on "people are not cars" reiterated that the success of each hospital in Virginia depends on the management exhibit and the approaches deployed in managing medical patients. The argument about the rationale is exciting and sensitivity in the health sector. The debate calls for variation in the management and handling of the patient. Indeed the discussion captures significant explanations that are pertinent in shaping hospitals and management practices. Although most of the repertoire used to ascertain the credibility of the debate was related to a car plant, it challenges health practitioners and the management to find better ways of improving safety, quality, and patient. Similarly, according to Kaplan, he argues that the nature of specialty and seriousness on matters of health care should not blindfold the management from exploring the origination for outstanding outcomes. Overall, the concepts allow the creation of a unique way in which information can be transferred from one center to the other to ascertain quality services. The debate outlines the role of the management and the health care practitioners in ensuring quality products and waste disposition.

Is Kaplan's Approach Transferable to Other US HOSPITALSIt is possible to transfer Kalpan's approach to other US hospitals. Through his exploration and engagement with other nations, Kaplan aimed to create a significant change in Virginia Mason. He created different methods that could be used to better healthcare centers, such as the TPS model. According to Kenney (2016), the model was adversely against clinical creativity and autonomy (Kenney, 2016). However, proven results from the approach that were demonstrated for the cardiovascular and oncology units revealed an outstanding outcome. Therefore, it is worth noting that the two departments in US hospitals will enjoy the benefits from the approach. Similarly, studies show that Kaplan's plan had been endeavored by The University of Pittsburg Medical Center (UPMC). According to Pham et al. (2017), the result was positive, and massive benefits were identified during the initial transition process. For example, the leaders of the center applied TPS in the daily operations and raised a decrease in the amount of time spent by patients before being attended, their registration period, supplies availability, and the medical charts. Overall, if the University of Pittsburg Medical Center is capable of switching to a manufacturing model, it is worth noting that other US hospitals have equal chances of doing the same based on the modifications that they will apply in the process to the culture and environment.

Health Care Institution Respond to this Philosophy

Kaplan introduced numerous philosophies that aimed at improving the health care centers in Virginia and across the world. The lean healthcare process was the first to be added and is aimed at addressing procedures in which health care facilities can use to get rid of wastes. Therefore according to the positive values that are prevalent in the philosophy most healthcare institutions will embrace the components. The philosophy serves as a vital aspect of adding values to healthcare centers while eliminating waste. The discussion in the philosophy shows how VMPS was useful in the elimination of wastes by Virginia Mason; one of the most significant challenges that affect the healthcare industry. No unit requires the accumulation of residues in the environment and time wastages in attending to the patients, especially if the person needs immediate attention. However, after proper explanation and illustration were made on the philosophy, most healthcare institutions adopted the rationale and embraced its positive attributes towards building a stable unit. As a result, the adoption of the philosophy will help them address the problems amicably will ensuring quality time services to the patients.

Many Americans have noted the extraordinary healthcare cost in the United States. The frequency of this fact has been explained by asserting that the prices being paid should be used to acquire the best care services around the world. According to Zindel, Cappelucci & Alexander (2019), the philosophy shatters the comforting myth and exposes the nature and system of American health care, thereby allowing other health institutions to shape the operations through the exhibited outcomes from the philosophy (Zindel, Cappelucci & Alexander, 2019). The data executing by the philosophy while Kaplan attempts to explain the nature of quality portrayed in most American health institutions challenged the to heighten their game for positive results.

Conclusion

Virginia Mason Medical Center case study provides exceptional outlines about the importance of safety and quality services to the patient in healthcare centers. The management team is mandated with the role of ensuring that the working environment is conducive to health care activities. However, based on the repertoires in health care institutions such as the accumulation of wastes, Kaplan devised exemplary techniques that can be used to get rid of the menace.

References

Bohmer, R. M., & Ferlins, E. (2005). Virginia mason medical center.

Kenney, C. (2016). Transforming health care: Virginia Mason Medical Center's pursuit of the perfect patient experience. Productivity Press.

Pham, H. H., Ginsburg, P. B., McKenzie, K., & Milstein, A. (2017). Redesigning Care Delivery In Response To A High-Performance Network: The Virginia Mason Medical Center: A provider organization attempts to do what purchasers, including Medicare, all exhort: improve care delivery while reducing costs. Health Affairs, 26(Suppl2), w532-w544.

Zindel, M., Cappelucci, K., & Alexander, C. (2019). Clinician Well-Being at Virginia Mason Kirkland Medical Center: A Case Study.