Guelph General Hospital
商品編號：9B16M038
出版日期：2016/03/29
再版日期：2016/03/29
商品來源：Ivey
商品主題：General Management/Strategy
商品類型：Case (Field)
涵蓋議題：Hospital;implementation;lean;process improvement;change
難易度：4 - Undergraduate/MBA
內容長度：8 頁
地域：Canada
產業：Health Care Services;
事件年度：2010
In November 2010, the senior director of Inpatient Services at Guelph General Hospital, which was situated in a small city in Southwestern Ontario, Canada, was facing questions about the implementation of the Process Improvement Program, part of a province-wide pilot project. Beginning in October 2009, the program had been tested at the hospital to deal with a deteriorating organizational culture and poor performance reviews. Guelph General Hospital was plagued with inefficiencies: patients leaving untreated, low staff morale, a defensive (blame) culture, and a lack of interdepartmental collaboration. The new program was based on the “lean” methodology developed by Japanese automotive manufacturers, but its use in the hospital had raised questions about whether it was suitable in a healthcare setting. Some employees did not support it and were threatening to leave. Should the hospital continue to implement the lean strategy? How should it move forward?
教學手冊：8B16M038;
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