Deaconess-Glover Hospital Case Study
Nov. 18, 2015
Summary: Deaconess-Glover Hospital
1. What has Carter been doing and why at Deaconess-Glover Hospital?
John Carter has been observing various workflows and processes in Deaconess-Glover Hospital to apply the Toyota Production System to a health-care setting. First, Carter tried to identify a site that would be suitable for a model line. He examined various areas in the hospital, including the gastrointestinal unit, pharmacy, and the “South-Two” medical-surgical inpatient care unit. In each department, Carter interviewed the staff, observed their workflow, and recorded any potential problems or redundancies in operations.
In the gastrointestinal unit, Carter observed the work-process from the perspective …show more content…
He studied the workflows between and during the various work shifts. He recorded the information flow between nurses and the process of allocating medicine in the medication room. He then went to the pharmacy to see how prescriptions were managed and delivered by the pharmacist.
Lastly, Carter developed a pictorial diagram tracing the pathways of prescriptions and medications, while also documenting information flows among those making requests and those delivering those requests. Carter also identified the individuals who performed activities and connected them the flow of prescriptions both during and across shifts.
2. What problems has he …show more content…
For example, some nurses called or visited the pharmacist even though the pharmacy received all medication information though its “green sheets.” Nurses also exchanged information about patients across shifts and with other doctors in a way that was unreliable, redundant, and time-consuming.
3. What solutions do you think he will propose to John Dalton, president of the hospital, and to Julie Bonenfant, the hospital’s vice president? Develop an actionable plan to implement this solution.
Carter plans to recommend a simpler flow for South Two’s medication administration. He plans to achieve this by changing the following two activities.
First, Carter suggested that only one nurse per shift be part of the TPS “learning unit.” The nurse-patient assignment would be changed to have the same nurse bear responsibility for patients across shifts, instead of having patients reassigned on each shift.
Secondly, Carter wanted to have one designated problem solver who would help determine the root causes of any problem. For example, a head nurse would help out with any problems faced by nurses and try to find the root cause of those issues, instead of just of expediting the solution