Time is valuable and service is everything in the business world. Apparently, Toyota understands this, but other companies seem to subscribe to the notion that customers are captive and therefore must accept whatever treatment is given them. I own an old Jaguar, and in the 16 years that I’ve owned Jaguars, I’ve had nothing but problems with the service managers at Jaguar dealerships. I had heard all of the horror stories about the cars, and you’ve probably heard them too: “If you own a Jaguar, you need another car to drive because the Jaguar will always be in the repair shop.” However, I’ve had very few problems with the car; the problems have been with the level of service provided at the dealerships.

So what does this have to do with health care and the clinical lab? According to an article in The Washington Post, automakers and computer giants have been borrowing Toyota’s management principles for decades, and now at least one hospital is adopting Toyota’s service-oriented mind-set as well.¹ Toyota’s plants are designed around themes of high quality, super efficiency, and great customer service, and Virginia Mason Medical Center in Seattle appears to be incorporating these principles with great success. For example, in the past, a chemotherapy patient might spend hours between blood testing, waiting for lab results, and actually receiving the intravenous treatment. However, Virginia Mason’s cancer center was redesigned so that physician offices, schedulers, and the lab are located adjacent to the examination and treatment rooms.

Not only has the new design and time-saving philosophy greatly increased patient satisfaction, but the hospital has saved money and decreased infection rates as well. I’m just glad Virginia Mason didn’t take its cue from Jaguar.

Of course, my problems with a car dealership are minuscule when compared to what the patient waiting for test results or treatment faces. Time is of the essence for these patients and for physicians waiting on test results before making treatment decisions. Many are hoping that the implementation of electronic medical records (EMR), which will allow lab tests to be stored and sent electronically, will enable physicians to make critical treatment decisions earlier. Timely delivery of lab results directly into the EMR systems of physician offices and clinics is critical. However, such factors as privacy concerns, a lack of standards, costs, and the sheer amount of time needed to transition to EMR have hindered efforts.

In the meantime, the article from The Washington Post demonstrates that time-saving ideas can come from anywhere. Time is money. But it also can help save lives.

Carol Andrews
Editor
candrews@ascendmedia.com

Reference
1. Connolly C. Toyota assembly line inspires improvements at hospital. Washington Post. June 3, 2005:A01.