Product Description
The Health Care Collection
Absent Admissions. With the opening of its new facility, the Baton Rouge General Health Center in Louisiana had the opportunity to question whether its traditional admission process should be continued. A project team used a structured planning process to re-design and improve the admissions process from the patient’s point of view.
Anthrax Outbreak. In this segment, a classic quality tool (the concentration diagram) solves a long-standing international mystery. An outbreak of deadly Anthrax in Russia was caused by infected livestock, or so said the Russian government. An American team of scientists used a concentration diagram to prove that the source of the outbreak was in reality a leak at an illegal Russian bio-chemical warfare plant.
Baton Rouge Medical Center. A highly competitive marketplace stimulated this quality planning team to design customer-focused quality features into their new hospital facility. The resulting quality features look more like a first class hotel than a hospital: valet parking, personal escorts, effortless check-in, and patient rooms that really do look like “home”.
Blitz Teams. Why does quality have to take so long? Well, it doesn’t. St. Joseph’s Hospital in New Jersey has created an innovative way to make quality happen fast. A special process allows quality improvements to be implemented in weeks . . . not months. And these super-fast results can be attained in any type of organization.
Call Light Response Time. This medical center in California consistently measures patient satisfaction to ensure self-referrals (an important lifeline for the hospital). This team used Pareto analysis to identify an important patient concern (call light response time) and to prioritize the top three causes for delays.
Catheter Complications. One large, metropolitan teaching hospital discovered that its complication rate for catheter insertion had climbed to an unacceptable rate – over five percent.
Cholera Epidemic. The cholera epidemic of 1854 provides a backdrop for understanding the value of quality tools (such as concentration diagrams). The segment highlights Dr. John Snow's famous study that ended the deadly epidemic.
Fad Diets. Fad diets don't keep the weight off, because there is no permanent effort to change eating habits and lifestyle. There’s a parallel to quality efforts, as we see in this segment.
Florence Nightingale. During the Crimean War, Nurse Florence Nightingale used the graphic presentation of data to convince the skeptical British Army Medical Corps to make sweeping sanitary reforms in military hospitals. This segment dramatizes the power of information based on data, the graphic presentation of data, and the value of speaking in a language that senior management can relate to.
Freshest Flowers. Calyx & Corolla broke with tradition to re engineer an entirely new way of delivering flowers to customers. This company's flowers arrive up to nine days fresher than those delivered by FDS.
Granite Rock's ATM. Granite Rock, a Malcolm Baldrige Award winner, benchmarked banks and gas stations and borrowed their ATM technology to improve delivery and increase sales and profits. The segment illustrates how we can learn from studying other industries (not just our competition).
Hair Nets. Hair net makers went out of business by responding to customers' stated needs (customers wanted better hair nets). The makers of hair sprays took over the market by responding to the customers' real needs (they wanted something to keep their hair in place). A great story to point out that we need to understand the real needs behind our customers’ stated needs.
Hospital I-Vs. At this hospital, over $100,000 of medication was poured down the drain every year. A team used a flow diagram analysis to reveal the hidden reason and save the hospital $87,000 a year. The concept of “cost of poor quality” is well illustrated in this segment.
Pareto Principle. The historical origins and use of this classic quality analysis tool are revealed in this segment.
Puttin' on the Ritz. Ritz Carlton has outrun the competition by delighting customers with an incomparable level of service. In this segment, we see just how far the hotel goes to dazzle guests with quality.
The Alligator Hatchery. In this segment, we get up to our hips in alligators to dramatize the difference between quality improvement (getting rid of alligators one by one) and quality planning (shutting down the hatchery once and for all).
The Case of the Missing Linen. At this hospital in Massachusetts, a quality improvement team systematically tracked down the shocking reason why the hospital had been spending over $200,000 a year to replace lost linen.
The Jefferson Memorial. By asking "why, why, why?", the National Parks Service solves a chronic problem and discovers the true (and surprising) reason why this National Monument was deteriorating. One of the most popular and memorable segments ever produced in this series. A vivid example to dramatize the value of identifying the true, root cause of any problem.
Three Hour House. By rethinking and re engineering traditional construction techniques and technology, a well orchestrated team actually built a San Diego home from scratch in less than three hours!
Waiting at the Ophthalmologist. At this doctor's office, patients waited up to four hours for an eye exam. By studying how banks, hotels, and even tollbooths handled traffic flows, the office made changes that resulted in spectacular improvements and doubled revenues.
What is Quality? A Honda and a Rolls Royce are used to dramatize two different but important definitions of the word "quality" – product features and freedom from deficiencies.
Absent Admissions. With the opening of its new facility, the Baton Rouge General Health Center in Louisiana had the opportunity to question whether its traditional admission process should be continued. A project team used a structured planning process to re-design and improve the admissions process from the patient’s point of view.
Anthrax Outbreak. In this segment, a classic quality tool (the concentration diagram) solves a long-standing international mystery. An outbreak of deadly Anthrax in Russia was caused by infected livestock, or so said the Russian government. An American team of scientists used a concentration diagram to prove that the source of the outbreak was in reality a leak at an illegal Russian bio-chemical warfare plant.
Baton Rouge Medical Center. A highly competitive marketplace stimulated this quality planning team to design customer-focused quality features into their new hospital facility. The resulting quality features look more like a first class hotel than a hospital: valet parking, personal escorts, effortless check-in, and patient rooms that really do look like “home”.
Blitz Teams. Why does quality have to take so long? Well, it doesn’t. St. Joseph’s Hospital in New Jersey has created an innovative way to make quality happen fast. A special process allows quality improvements to be implemented in weeks . . . not months. And these super-fast results can be attained in any type of organization.
Call Light Response Time. This medical center in California consistently measures patient satisfaction to ensure self-referrals (an important lifeline for the hospital). This team used Pareto analysis to identify an important patient concern (call light response time) and to prioritize the top three causes for delays.
Catheter Complications. One large, metropolitan teaching hospital discovered that its complication rate for catheter insertion had climbed to an unacceptable rate – over five percent.
Cholera Epidemic. The cholera epidemic of 1854 provides a backdrop for understanding the value of quality tools (such as concentration diagrams). The segment highlights Dr. John Snow's famous study that ended the deadly epidemic.
Fad Diets. Fad diets don't keep the weight off, because there is no permanent effort to change eating habits and lifestyle. There’s a parallel to quality efforts, as we see in this segment.
Florence Nightingale. During the Crimean War, Nurse Florence Nightingale used the graphic presentation of data to convince the skeptical British Army Medical Corps to make sweeping sanitary reforms in military hospitals. This segment dramatizes the power of information based on data, the graphic presentation of data, and the value of speaking in a language that senior management can relate to.
Freshest Flowers. Calyx & Corolla broke with tradition to re engineer an entirely new way of delivering flowers to customers. This company's flowers arrive up to nine days fresher than those delivered by FDS.
Granite Rock's ATM. Granite Rock, a Malcolm Baldrige Award winner, benchmarked banks and gas stations and borrowed their ATM technology to improve delivery and increase sales and profits. The segment illustrates how we can learn from studying other industries (not just our competition).
Hair Nets. Hair net makers went out of business by responding to customers' stated needs (customers wanted better hair nets). The makers of hair sprays took over the market by responding to the customers' real needs (they wanted something to keep their hair in place). A great story to point out that we need to understand the real needs behind our customers’ stated needs.
Hospital I-Vs. At this hospital, over $100,000 of medication was poured down the drain every year. A team used a flow diagram analysis to reveal the hidden reason and save the hospital $87,000 a year. The concept of “cost of poor quality” is well illustrated in this segment.
Pareto Principle. The historical origins and use of this classic quality analysis tool are revealed in this segment.
Puttin' on the Ritz. Ritz Carlton has outrun the competition by delighting customers with an incomparable level of service. In this segment, we see just how far the hotel goes to dazzle guests with quality.
The Alligator Hatchery. In this segment, we get up to our hips in alligators to dramatize the difference between quality improvement (getting rid of alligators one by one) and quality planning (shutting down the hatchery once and for all).
The Case of the Missing Linen. At this hospital in Massachusetts, a quality improvement team systematically tracked down the shocking reason why the hospital had been spending over $200,000 a year to replace lost linen.
The Jefferson Memorial. By asking "why, why, why?", the National Parks Service solves a chronic problem and discovers the true (and surprising) reason why this National Monument was deteriorating. One of the most popular and memorable segments ever produced in this series. A vivid example to dramatize the value of identifying the true, root cause of any problem.
Three Hour House. By rethinking and re engineering traditional construction techniques and technology, a well orchestrated team actually built a San Diego home from scratch in less than three hours!
Waiting at the Ophthalmologist. At this doctor's office, patients waited up to four hours for an eye exam. By studying how banks, hotels, and even tollbooths handled traffic flows, the office made changes that resulted in spectacular improvements and doubled revenues.
What is Quality? A Honda and a Rolls Royce are used to dramatize two different but important definitions of the word "quality" – product features and freedom from deficiencies.
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