If we’re going to do the best we can do, we have to pay attention to our processes. Our competition is our own inefficiencies. While board certified in internal medicine, medical oncology and hematology, he says he is “plagued by an industrial systems engineering background” (he graduated from Georgia Institute of Technology with an undergraduate degree in industrial and systems engineering): “It kind of hurts to see something that’s not operating right. I don’t think I’m unique in that regard.”īut Dr. I think most people who want to improve what they’re doing recognize that. “I think the recognition that healthcare is a service industry is out there. Schreeder says the level of “service” the institute can offer patients improves the ability to treat them effectively and efficiently and is at the core of healthcare. Marshall Schreeder and his colleagues had begun reengineering the way they served patients. The new $29 million Clearview Cancer Institute (CCI) began seeing oncology patients in October 2006, having moved from a facility where founder Dr. They have implemented a range of healthcare process innovations that make the new facility atypical, and, in doing so, improved their ability and capacity to serve cancer patients and, most important, they improved the patient experience. Physicians and staff have tirelessly reengineered the institute’s processes and patient flow to eliminate as much waiting and waste as possible. The Clearview Cancer Institute in Huntsville, AL, is a dramatic exception. Yet, somehow, healthcare and waiting often are synonymous. Waiting is an activity that few find rewarding or of value it’s simply a waste of time that reduces anyone’s level of satisfaction.
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