This essay is the first of two focusing on the design and management of a single, mass vaccine delivery site at the Ohio State University Wexner Medical Center (OSUWMC) and examining the contributions of lean thinking and practice to the cycles of design, fulfillment, and use in this one site. Look for the second, which will be published on August 16.
To an extent, an organization’s long-term success depends on its ability to shift its focus quickly when conditions change suddenly. Covid-19 provides a vivid example where virtually all organizations in every industry had to discover how to survive amid a new reality: retail stores shuttered, office work redistributed to millions of “home offices,” travel curtailed almost completely, etc. Health care provides the most dramatic example of the need for such a pivot. (Later in this essay, I return to health care in describing NewYork-Presbyterian’s successful pivot in the face of Covid-19 and
Each year, The Ohio State University Center for Operational Excellence brings together hundreds of process improvement leaders from across the country for a deep dive into leadership and problem-solving best practices. This April saw the seventh run of the Leading Through Excellence summit, which launched in 2013 and remains the center’s marquee annual event. As preparations begin a busy summer and fall event slate – not to mention the 2020 summit – let’s take a look back at moments from this year’s summit …
Being a top hospital in the country, Cleveland Clinic is home to countless great ideas poised to transform into life-altering, even life-saving, medical advancements. Getting those ideas out of the heads of its top-ranked physicians and onto the market has been the focus of a remarkable collaboration between the hospital and one of its neighbors in the Cleveland economic scene: Manufacturer Parker Hannifin Corp.
by guest author Aravind Chandrasekaran, associate professor of management sciences, Fisher College of Business Anyone who has taught lean principles grounded in the famous Toyota Production System (TPS) to organizations outside the manufacturing industry has – at least once – heard this common refrain: “(Insert industry here) isn’t cars on an assembly line. This doesn’t apply to my work.”