NYT Factory Efficiency (LEAN) Comes to the Hospital

What do you see when you read the article from the NYT on LEAN in hospitals?

http://www.nytimes.com/2010/07/11/business/11seattle.html



Here is one paragraph:


"The system (refers to supply system for ICU) is just one example of how Seattle Children’s Hospital says it has improved patient care, and its bottom line, by using practices made famous by Toyota and others. The main goals of the approach, known as kaizen, are to reduce waste and to increase value for customers through continuous small improvements."


Note the following sentences from this paragraph:
1)  "Improved patient care, and its (Seattle Children's Hospital) bottom line."


2)  "Main goals...are to reduce waste and to increase value for customers through continuous small improvements."


What are the main goals of a hospital?


Reducing waste and increasing value for customers?  Does that mean cutting costs and what for customers?  Increasing value?  What does that mean in a health care setting?  "Improved patient care and its bottom line."  Which comes first - the improved patient care or the improved bottom line? 


 Was there any or check in place to catch the fact that the enthusiastic LEANsters in the hospital were convincing Hospital administration to do something that would degrade patient care?


If not, why not?


“It turns out the highest-quality care also is the most cost-effective because we make fewer mistakes and create better outcomes,” says Patrick Hagan, the hospital’s president."


Not true based on Seattle Children's second child death due to drug overdose in a year.  Sad,but a wake up call?