The second edition of this Shingo Prize winning book builds and expands on the first edition. When originally published over 10 years ago, there was a need to understand how to lead process and cultural transformation within the healthcare industry. The perfect storm of rising costs, decreasing reimbursements, substandard quality, a shortage of resources, and a new run of better technology and electronic health systems requires leadership to navigate in a different environment.
Since the original book, lean improvements have been made to the governance of process and quality improvement programs, and to the management of operations using the daily management system. The core of the book remains the same, however, the results have been updated and made more current given access to better data and enhanced use of the electronic health record. Extraordinarily good advice is given throughout this book on best practices of what to do and what not to do in leading large-scale change
