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The Mayo Clinic in Rochester, MN., is one of America's elite organizations and world famous for the quality of healthcare that it provides. Even though Mayo Clinic is at the pinnacle of patient care, leadership keeps looking for ways to improve and now they're looking to lean. Dr. Hayes became aware of lean through initiatives within Mayo's radiology and pathology departments, where movement of materials and inventory (e.g., film and samples, respectively) is core. The Division of Cardiovascular Diseases was faced with the added complexity of processes tangled with people, information, and material. Priority projects included: cardiovascular health clinic (CVHC), ST elevation myocardial infarction (STEMI), inpatient admission and triage, cardiac catheterization laboratory, echocardiography laboratory, complex ablation access, warfarin safety, outpatient appointment redesign. "The unified focus has been 'process improvement' or how we do our work" says Dr. Ting. Initiatives for CVHC and STEMI have been in place the longest and each, in different ways, has helped to advance Mayo's mission to " provide the best care to every patient every day through integrated clinical practice...

Disciplines:

• Health Sciences