Healthcare Lean Thinking: AH Team Visits Toyota To Learn About "Lean Thinking" ...
... Following Acting Minister for Health Khaw Boon Wan's call for Singapore to strive to be the Toyota in healthcare, the AH team went on a visit to Toyota BodyExpress Centre on 19 March 2004 to learn how the car manufacturer kept up with high standards consistently ...
At Alexandra Hospital, we believe that great lessons in innovation, quality initiatives, service and care can be learnt from organizations from a wide array of industries. As part of this learning journey, we have taken road trips to organizations such as the Ritz Carlton and the National Library Board of Singapore to learn their best practices. For our efforts, we have received a string of awards namely, the ISO 9002, ISO 14001 and OHSAS 18000. We also use the Six Sigma methodology to improve processes such as improving the turnaround time of patients at our specialist outpatient clinics. In addition, we encourage a culture of learning and innovation - so that our staff can come up with fresh ideas to make the lives of our patients better.
Practice Kaizen & Kaikaku: Kaizen is about making continuous gradual, incremental improvement towards perfection. It is the opposite of kaikaku, which is about making a big leap or radical change to the way business is being conducted. To become a lean enterprise, kaikaku, or radical improvement, is needed to be the source of breakthroughs in performance and accelerated growth. Kaizen, or gradual improvement, follows after kaikaku to provide the powerful drive to perfect the processes and to allow the organisation to continue to adapt and stay relevant.
... Following Acting Minister for Health Khaw Boon Wan's call for Singapore to strive to be the Toyota in healthcare, the AH team went on a visit to Toyota BodyExpress Centre on 19 March 2004 to learn how the car manufacturer kept up with high standards consistently ...
At Alexandra Hospital, we believe that great lessons in innovation, quality initiatives, service and care can be learnt from organizations from a wide array of industries. As part of this learning journey, we have taken road trips to organizations such as the Ritz Carlton and the National Library Board of Singapore to learn their best practices. For our efforts, we have received a string of awards namely, the ISO 9002, ISO 14001 and OHSAS 18000. We also use the Six Sigma methodology to improve processes such as improving the turnaround time of patients at our specialist outpatient clinics. In addition, we encourage a culture of learning and innovation - so that our staff can come up with fresh ideas to make the lives of our patients better.
Practice Kaizen & Kaikaku: Kaizen is about making continuous gradual, incremental improvement towards perfection. It is the opposite of kaikaku, which is about making a big leap or radical change to the way business is being conducted. To become a lean enterprise, kaikaku, or radical improvement, is needed to be the source of breakthroughs in performance and accelerated growth. Kaizen, or gradual improvement, follows after kaikaku to provide the powerful drive to perfect the processes and to allow the organisation to continue to adapt and stay relevant.
Labels: hospital, innovation, toyota, toyota-kaizen
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