Ep 63 - Mayo Clinic Part 1 of 3

This week we begin a quality journey with Mayo Clinic discussing a
case study posted by ASQ and written by Mary Beth and James
Buckman.  This introductory episode teaches us about Mayo
clinic’s innovative mindset from their beginning in the
1880’s.  Mayo Clinic decided from the beginning that they were
going to be a physician led organization with a team
approach.  Early in the 1900s one of their pioneer physicians,
Henry Plummer, pushed for “pooled resources,” wanting one place to
keep all physicians’ analysis for a single patient.  The
clinic worked to develop procedures and advance consistency across
the board.  Engineers were used to help define the system and
improve the flow.  This was in place by 1948. In the 1980s,
Mayo Clinic went through a huge growth period.  They went from
a single location in Rochester to additional locations in Florida
and Arizona, launched the Mayo Health System in Wisconsin, Iowa,
and Minnesota, as well as developing a medical school and a
graduate school of medicine. As Mayo first explored an official
quality program, they chose to go with Six Sigma.  While they
found that it brought some improvements, it wasn’t the best bang
for their buck. Spurred by a report from the Institute of Medicine
in 1999, May really began to look at what quality program would be
best for them.  Before assessing programs, under the
leadership of the then CEO, Mayo recorded the steps they wanted to
take toward quality.  This gave them guidance in looking for a
program to fit their needs. Mayo explored continuous improvement,
Toyota’s total productive maintenance system, the Baldrige Criteria
for Performance Excellence, Six Sigma, and lean, as well as looking
at companies that had already been through a successful
transformation.  The Mayo Clinic really planned well for this
and found that companies that used a blend of these programs to
develop their own unique approach were most successful. The Clinic
created its Value Creation System to blend the different theories
they wanted to use and assessed where they stood in terms of
systems alignment and readiness.  They also identified
strategic challenges.  They knew they were going to have to
improve their entire system across 50 locations.  Mayo
recognized they needed fundamental changes toward customers,
workforce, operations and information and knowledge management. In
the next episode, we will discuss how this was achieved Learn more
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