RT Book, Section
A1 Berry, Leonard L.
A1 Seltman, Kent D.
SR Print(0)
ID 1150327696
T1 INVESTING IN TOMORROW'S ORGANIZATION
T2 Management Lessons from Mayo Clinic: Inside One of the World's Most Admired Service Organizations
YR 2018
FD 2018
PB McGraw-Hill Education
PP New York, NY
SN 9781260011838
LK accessmedicine.mhmedical.com/content.aspx?aid=1150327696
RD 2024/10/07
AB In  1994,  we  found  out  that  our  large  practice  of  complex  knee-  and  hip-joint  replacements  lost  money—actually  about  $2  million  per  year.  When  you  are  an  orthopedic  surgeon  and  working  very  hard  and  dealing  with  patients  referred  by  other  orthopedic  surgeons,  this  is  very  difficult  to  accept.  Partly  this  reflected  the  nature  of  our  practice,  as  we  do  a  fair  number  of  surgeries  to  replace  failed  implants,  but  it  also  resulted  from  things  we  were  doing—keeping  people  in  the  hospital  too  long,  for  instance.  Most  significantly,  however,  the  loss  stemmed  from  the  implants  we  were  using,  for  we  were  implanting  10  to  12  versions  of  half  a  dozen  major  designs  for  any  one  clinical  indication.  Clearly,  things  needed  to  change.