In 2011, the Toronto East General Hospital (TEGH) began its journey towards developing a culture of continuous improvement. TEGH evolved to an organization-wide improvement system through a commitment to fiscal responsibility, practical innovation, team-based performance management, and daily management systems. This culture enabled the TEGH to achieve the lowest Emergency Department wait times for admitted patients in its local health integration network and reduce length of stay for patients with chronic obstructive pulmonary disease by 46%.
Get full access to this article
View all access options for this article.
References
1.
BakerGRMacIntosh-MurrayAPorcellatoCDionneLStelmacovichKBornK. High Performing Healthcare Systems: Delivering Quality by Design. Toronto, ON: Longwoods Publishing; 2008.
2.
DevittRKlassenWMartalogJ. Strategic management system in a healthcare setting—moving from strategy to results. Healthc Q2005; 8(4): 58–65.
3.
WomackJPJonesDTRoosD. The machine that changed the world. Ann Arbor, MI: Rawson Associates; 1990.
4.
ShingoSA. Study of the Toyota Production System From an Industrial Engineering Viewpoint. Portland, OR: Productivity Press; 1989.
5.
TousantJBerryL. The promise of lean in healthcare. Mayo Clinic Proc2013; 88: 74–82.
