For nearly three months, John Carter, a vascular surgeon by training, studied various clinical processes to Deaconess-Glover Hospital in Needham, MA Carter sought the opportunity to test the applicability of the production system of Toyota “Regulation in-use” in the context of health care. After a few weeks more and more attention, he found a particular process – medication administration – to test their ideas. He only suggested John Dalton and Julie Bonenfant, hospital president and vice-president, that they create a block of training or range in one of the rooms of nursing beginning of the experiments. Dalton and Bonenfant got his modest proposal negatively. They complained that it seemed to offer an extremely ambitious, but, paradoxically, they complained that the creation of a special unit training within the wider nursing department would be impossible. Carter tried to explain how they might react simultaneously with such seemingly contradictory feelings. “Hide
by Steven J. Spear Source: Harvard Business School 12 pages. Publication Date: 26 September 2001. Prod. #: 602028-PDF-ENG
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