Question: How can a automobile company improve health care? Answer: Just ask Liseth Urias.
Liseth has been diabetic for 15 years. But after not being able to afford the medications necessary to manage her condition for nearly five years, her eyesight had deteriorated significantly, resulting in severe blurriness.
She came into the county-owned Harbor-UCLA Medical Center with high blood pressure, diabetes out of control, and it was discovered bleed in her eye. If she didn’t receive the treatment she needed soon, she would end up completely blind.
Listen to Liseth’s emotional voice tell her own surprising narrative, and then scroll down to learn more.
Liseth needed surgery, and she needed it now.
But “now” wasn’t an option not for her and not for hundreds of patients trying treatment at the medical center’s eye clinic whose mission is to “serve the underserved.”
The facility had a surgical waiting list that was hundreds of patients long. Patients like Liseth were routinely awaiting months yep, months for surgery.
As a major medical hub, Harbor-UCLA Medical Center insures a large volume of patients, many of whom have limited resources and, because of their inability to pay for ongoing care, are often in an advanced nation of their cancer.
As a outcome, there was a constant backlog of often very sick patients in the eye clinic. Physicians were expending more time looking for furnishes and paperwork than they were with patients. Nurses and patient administrators were frustrated, key resources werent flowing to patients, morale was suffering, and people like Liseth were at risk of medical complications caused by the prolonged waiting times for therapy.
Unfortunately, Liseth’s story isn’t unique, and Harbor-UCLA Medical Center isn’t either.
“Liseth is a great instance of our patient population, ” says Susan Black, chief improvement officer of the Harbor-UCLA Medical Center. “She’s young, and she didn’t have access to care.”
A host of factors caused by the exorbitant costs of health care have put a strain on working-class Americans and, consequently, on the hospitals that serve them. Backlogs and waiting lists are common, and so is the constant danger that low-income patients may not receive the surgery or therapy they need in a timely manner.
But this is where the narrative takes an unexpected turning with the help of a surprising character: Enter Toyota.
Yes, that Toyota. The auto company.
As part of their ongoing is committed to share knowledge and innovation that they know can reach into sectors far outside their own, Toyota engineers responded to the call for help from the hospital. They were certain there was much the hospital could gain from the Toyota production system, known for its efficiency and productivity, and the latter are eager to use their philosophy to address the clinic’s fears together.
Toyota team members worked with the medical staff to adjust their systems in ways big and small to improve work and patient flow.
Tweaks as seemingly small as introducing color-coded systems and repositioning the placement of supplies to save nurses and doctors time made a huge difference.
Applying the car company’s production philosophy ultimately:
Cut clinic cycle time( the time a patient checks in to the time they are discharged ). Increased the number of patients they see every day. Eliminated the backlog of patients( in the hundreds) waiting for surgery. Allowed the staff to see patients within clinic hours and not have to work late every night.